annual report 2014/15 mid-western regional council...2 annual report 2014/15 mid-western regional...

ANNUAL REPORT 2014/ 15Mid-Western Regional Council

2 Annual Report 2014/15 Mid-Western Regional Council

MID-WESTERN REGIONAL COUNCIL Address 86 Market St, Mudgee, NSW 2850

Email [email protected]

Telephone 02 6378 2850

Fax 02 6378 2815

Mayor Councillor Des Kennedy

General Manager Brad Cam

Annual Report 2014/15 Mid-Western Regional Council 3

Introduction................................................................................... 5

Message from the General Manager............................................................................. 6

Message from the Mayor........................................................................................................ 8

Your Council.................................................................................................................................... 9

Community Strategic Plan................................................................................................... 12

About the Mid-Western Region......................................................................................... 14

Progress on the Operational Plan and Delivery Program.......... 16

Managing the money.......................................................................................................... 17

Progress against Delivery Program targets................................................................ 23

Statutory Information................................................................... 46

Annual Charges........................................................................................................................... 46

Companion Animals................................................................................................................. 46

Committees of Council and Delegations to External Bodies........................ 47

Partnerships, Cooperatives and Joint Ventures...................................................... 50

Contracts Awarded.................................................................................................................... 52

Financial Assistance................................................................................................................... 53

Condition of Public Works...................................................................................................... 53

Legal Proceedings........................................................................................................................ 54

Mayoral and Councillor Fees and Expenses................................................................ 55

Overseas and Interstate Visits............................................................................................... 56

Rates and Charges Written Off........................................................................................... 56

Senior Staff........................................................................................................................................ 56

Planning Agreements............................................................................................................... 57

Equal Employment Opportunity........................................................................................ 62

Financial Statements...................................................................... 63

State of the Environment Report................................................... 64

TABLE OF CONTENTS


INTRODUCTIONREADING THIS REPORT

The Annual Report evaluates Council’s performance for the last financial year by assessing the achievement of projects outlined in the Delivery Program 2013-2017. The Delivery Program details the principal activities Council will undertake to achieve the goals established in the Community Plan. The Operational Plan sets out annual project and activity budgets.

The Annual Report contains general information about Council and the Mid-Western Region, a detailed evaluation of progress made on the Operation Plan and Delivery Program, audited financial reports and a range of other information required to be disclosed to meet statutory obligations.

Key

2014/15 Works

Complete/Achieved

Not Complete/Not

Achieved

Partially Achieved

Annual Report

2014/15

Community Strategic Plan

Towards 2030

Resourcing Strategy

(Assets, people and funds

required) 2013-2022

Delivery Program

2013 - 2017Operational Plan

2014/15


The 2014/15 year has been another very busy and productive one for Council. This year we adopted the 2015/16 Operation-al Plan which reflects our priorities in our Community Plan, Resourcing Strategy and Long Term Financial Plan.

These plans provide direction for staff and are focused on 5 key themes:

• Looking after our community • Protecting our natural environment • Building a strong local economy • Connecting our region• Good government

The Community Plan sets the framework for Council’s work ‘Towards 2030’. Strong growth and local development continue to be key factors for decision making and planning at Council.

The 2014/15 Annual Report demonstrates Council’s strong financial performance. We’ve responsibly planned for the fu-ture through investment and prudent financial management, delivering debt-free budgets and a substantial capital works program.

Council continues to work closely with State and Federal Governments, government agencies, local business groups and organisations to anticipate the growth needs of the community and ensure community expectations are realised.

Major upgrades to Ulan Road continue as Cope Road upgrades are nearing completion. Council has also started de-sign works on a major Rylstone/Kandos Sewer Augmentation. Work continues to maintain and upgrade public halls, parks and reserves across the region.

The Pedestrian Access and Mobility Plan has investigated the immediate and long term priorities for our footpath and walkway network which will be addressed in coming years.

Recent investment in asset management will ensure benefits from Council’s strong capital expenditure program are maximised.

Local Government reform has ensured this Council continues to be accountable for our own sustainability, and we have plans in place to be Fit For The Future in the long term.

BRAD CAMGENERAL MANAGER

MESSAGE FROM THE GENERAL MANAGER


MESSAGE FROM THE MAYORI am consistently proud of the progress and projects of Council. This Annual Report is a summary of the efforts and achievements made in the last financial year.

I thank fellow Councillors for their leadership and rep-resentation, Council staff for their hard work and commitment, and every member of the community who has provided feedback and participated in consultation opportunities.

It is only with this collaborative process that Council can ensure the best possible outcomes are delivered and community priorities are recognised.

We continue to be successful in securing millions of dollars of grant funding, easing the burden on ratepayers and allowing us to complete major infrastructure projects. This grant funding is integral to the future growth of the region and encouragement of ongoing investment.

We’ve completed street upgrades, undertaken major road improvements, hosted bigger and better events, cultivated more engagement with businesses and maintained beauti-ful community facilities.

Some of the projects I’m most proud of include the Flavours of Mudgee street festival, construction of an early childhood centre, major upgrades to Ulan and Cope Roads, development of the Mudgee Airport and the return of commercial flights to the Region.

In the next twelve months, major roads projects will continue. A $15 million upgrade to Wollar Road will commence, three timber bridges on key transport routes will be replaced and the upgrade of Fairydale and Saleyards Lanes will be completed.

The best possible outcome for each resident is always

front of mind for Council. We work hard to make sure there are opportunities for residents to have a say and it’s very rewarding when residents take up these opportunities and get involved in the decision making process at Council.

I encourage you to continue to play an active role in Council operations and help us continue to make our region a wonderful place to live, work, invest and visit.

DES KENNEDYMAYOR


MAYOR

Councillor Des Kennedy

P: 02 6378 2850

F: 02 6378 2804

E: [email protected]

DEPUTY MAYOR

Councillor Paul Cavalier

P: 02 6374 2890

M: 0403 995 533

F: 02 6374 2893


Councillor Esme Martens

P: 02 6358 8237

F: 02 6358 8232


Councillor Peter Shelley

M: 0403 156 405

F: 02 6379 0964


Councillor Percy Thompson

P: 02 6374 0226

M: 0428 740 226

F: 02 6379 0964

Councillor Max Walker

P:02 6372 3490

M: 0427 652 211

F: 02 6372 3491


Councillor John Weatherley

P: 02 6372 2572

M: 0408 867 644


Councillor John Webb

P: 02 6373 3951

M: 0428 134 398

F: 02 6373 3951

Councillor Lucy White

M: 0417 410 244


YOUR COUNCILMid-Western Regional Council is represented by nine Councillors including a Mayor elected annually from within.

Councillors are elected to a four year term, with the most recent elections occuring in September 2012. That election saw 42 candidates nominated to serve the Mid-Western Region, with Councillors Paul Cavalier, Des Kennedy, Esme Martens, Peter Shelley, Percy Thompson, Max Walker, John Webb, John Weatherley, and Lucy White elected.

Council elected Clr Kennedy as Mayor, and Clr Cavalier as Deputy Mayor for the period September 2014 through to September 2015.

The next round of Local Government elections is due in 2016.


The Mid-Western Regional Council exists as a body politic under the NSW Local Government Act 1993. It consists of nine Councillors with the Mayor elected annually from within. Together, the Councillors as ‘Council’, form the governing body of the Mid-Western Regional Council.

The role of Council is to make policies on the Region’s direction, funding, expenditure, investment, strategic development and growth.

The elected Council considers issues facing the Region to ensure ratepayers’ money is allocated to priority areas and spent in the most effective way. This means balancing the needs of the community against the needs of individuals, and carefully considering the long and short term implications of decisions.

Day to day operations are delegated to the General Manager. Corporate performance is monitored by regular reports to Council, and this Annual Report.

CIVIC LEADERSHIP

THE ROLE OF COUNCIL

COUNCIL DECISIONS

Council is recognised as a single entity and Councillors only have the authority to make decisions as a group, when they are acting as Council, that is, in Council meetings.

Council meetings are held at the Chambers of the Mudgee Administration Centre on the third Wednesday of every month except for January (no meeting). Occasionally Council holds extraordinary meetings. These are Council meetings held outside the normal meeting cycle, most often to consider matters of an urgent nature.

Meetings are open to the public, and residents and businesses are actively encouraged to attend and participate in the decision making process. Prior to the commencement of the formal Council meeting, Open Day is held. Open Day is an opportunity for members of the public to address Council on any issue of relevance to the Council.

Council also has advisory committees comprised of Councillors, members of the public and staff of the Council. These committees, focused on specific narrow areas of expertise, make recommendations for consideration by the Council.

CODE OF CONDUCT

Councillors and staff are bound by a Code of Conduct, which sets the standards for ethical behaviour and decision making.

The Code states Councillor and staff roles and responsibilities and outlines steps to be followed when making and investigating allegations of breaches of the Code.

During 2014/15, there were two Code of Conduct complaints made against Council-lors.

Code of Conduct matters are dealt with via the following means:• Referred to a Conduct reviewer• Referred to the various legislative authorities where required (Office of Local Gov-

ernment, Independent Commission Against Corruption)• Resolved in accordance with Council’s Procedures for the Administration of the

Code of Conduct

HAVING YOUR SAY

There are many ways for residents to have a say on the governing of the Mid-Western Region.

• Vote for Councillors every four years through the Local Government election for Mid-Western Regional Council

• Arrange to speak at Open Day• Write to or telephone elected members of the Council• Get social and connect with Council on social media, including Facebook,

Twitter and Instagram• Make a submission on Council’s four year Delivery Plan including the one year

Operational Plan when on exhibition year, or the ten year Community Strategic Plan when reviewed every four years

• Make submissions on other major projects of notified consents that are consult-ed or advertised throughout the year

Mid-Western Regional Council is committed to engaging its residents, stakeholders and staff in the development of policies and plans and the delivery of services for the community. Council’s Community Engagement Policy recognises that community information sharing, consultation and participation are vital for effective decision making.


COUNCILLORS’ FEES AND EXPENSES DELEGATING DECISION MAKING

The Local Government Remuneration Tribunal is constituted under Sections 239 and 241 of the Local Government Act 1993 and is responsible for categorising Councils, County Councils and Mayoral Offices to determine the amounts of fees to be paid to Councillors, members of County Councils and Mayors in each category.

The Mayor and Councillors receive an annual fee established by Council and set within the approved range by the Local Government Remuneration Tribunal.

The Mayor and Councillors also receive reimbursement of expenses relating to their roles as detailed in the approved Councillor Expenses Policy. Information relating to these expenses in 2014/15 can be found in Statutory Information on page 55.

The Mayor’s Fee for 2014/15 was $22,870 plus a Councillor Fee of $10,480.

The Councillor’s Fee for 2014/15 was $10,480 for each Councillor.

As provided for in the Local Government Act, the Council can delegate some of its decision making authority to the General Manager, allowing a more efficient oper-ation in several areas such as enforcement of Council regulations and finalising or negotiating various matters within parameters set by Council.

COUNCILLOR ATTENDANCE AT MEETINGS AND WORKSHOPS

17 Ordinary Council Meetings were held between 1 July 2014 and 30 June 2015.

Two Extraordinary Council Meetings were held during the same period. The statutory meeting, including election of the Mayor, was held on 3 September 2014.

ORDINARY MEETINGS ATTENDED EXTRAORDINARY MEETINGS ATTENDED

ELECTED MEMBER NUMBER % NUMBER %

Clr Des Kennedy - Mayor 17/17 100 2/2 100

Clr Paul Cavalier - Deputy Mayor 16/17 94 2/2 100

Clr Esme Martens 17/17 100 2/2 100

Clr Peter Shelley 16/17 94 2/2 100

Clr Percy Thompson 17/17 100 2/2 100

Clr Max Walker 15/17 88 2/2 100

Clr John Weatherley 17/17 100 2/2 100

Clr John Webb 15/17 88 1/2 50

Clr Lucy White 13/17 76 2/2 100


COMMUNITY STRATEGIC PLANThe Towards 2030 Community Plan sets out the community vision for the future - where we are, where we want to be, how we will get there and how we know that we are there. The plan represents an opportunity for Mid-Western Regional Council and the community to strategically create and foster sustainable com-munities that reflect local values and aspirations. It allows the community to define and reconcile the economic, social, cultural and environmental priorities for the Region.

The Towards 2030 Community Plan was developed following an extensive consultation process that more than 3,000 residents participated in using varying forms. The key strategies and priorities identified are outlined below.

Theme 1: Theme 2: Theme 3:

Theme 4: Theme 5:

Looking After Our Community Protecting Our Natural Environment Building A Strong Local Economy

Connecting Our Region Good Government

1.1 A safe and healthy community

1.2 Vibrant towns and villages

1.3 Effective and efficient delivery of

infrastructure

1.4 Meet the diverse needs of the community

and create a sense of belonging

2.1 Protect and enhance our natural

environment

2.2 Provide total water cycle management

2.3 Live in a clean and environmentally

sustainable way

3.1 A prosperous and diversified economy

3.2 An attractive business and economic

environment

3.3 High quality sustainable development

3.4 A range of rewarding and fulfilling

career opportunities to attract and

retain residents

4.1 High quality road network that is safe

and efficient

4.2 Efficient connection of the region to

major towns and cities

5.1 Strong civic leadership

5.2 Good communications and

engagement

5.3 An effective and efficient organisation


More than 24,000 people call the Mid-Western Region home.

One of regional NSW’s fastest growing areas, the Region is the gateway to the Central West and Far West regions of the State. Just over 3 hours’ drive from Sydney and Newcastle, it is easily accessible and centrally located to other major regional centres.

Gulgong, Kandos, Mudgee and Rylstone townships are alive with visitors and families. The Region has open spaces, parks and sporting facilities for activities and a large number of events held each year. Local markets celebrate culture by way of local produce and artisan creativity.

A key feature of the Region’s economy is its diversity. Business and investment is driven by four major industry sectors – agriculture, viticulture, tourism and mining.

Each of these industries continues to provide job opportunities. The quality and diversity of the local labour force provides the Region with a competitive edge.

Whilst the current labour force provides access to a wide range of skills and education levels, the future growth expected in the Region will continue to increase the demand for new skills and qualifications.

Skilled workers such as engineers, builders, tradespeople, childcare and health professionals are likely to be in highest demand in the next three to five years.

Visitors to the Region experience a real country community with heart, soul and spirit. Locals love the place they call home and are happy to share the surroundings with almost 500,000 visitors each year.

ABOUT THE MID-WESTERN REGIONFast Facts

Major Towns and Centres

Mudgee, Gulgong, Kandos and Rylstone

Major Industries

Agriculture, Mining, Tourism, Viticulture

Competitive Advantages

• Diverse and growing economic base

• Centrally located to Sydney and Newcastle and major regional centres in NSW

• Transport links - daily coach services

• Skilled workforce

• Strong business services sector

• Great lifestyle benefits

• Thriving tourism, arts and cultural sectors

• Adequate water supply

9,000 km2

Land area

24,017

Population

$1.680 bn

Gross regional

product

2,448 km

Roads network

8,618

Jobs

2,626

Businesses


PROGRESS ON THE OPERATIONAL PLAN AND DELIVERY PROGRAM

$840 mof property and

infrastructure

$26 mof rates and

annual charges

$27 m

We invested

$16 m

We achieved

$147,000

We donated

$22 mon roads, bridges and

footpaths

We raisedWe manage

into new and

renewed assets

of capital grants and

contributions

to our community as grants

and in-kind support

We spent


MANAGING THE MONEYMid-Western Regional Council receives money in the form of rates on residential, business, mining and farmland properties; interest on investments; government grants and subsidies; contributions from major industry; annual charges for services like water, sewer and waste; and user charges and fees.

Major cash outflows include construction of new assets and renewal of existing infrastructure; labour; materials and contractor payments; insurances; and contributions to local and regional bodies.

The following information provides a brief summary of Council’s 2014/15 financial statements in a format that is readily understood by the community, customers, employees and other stakeholders.

INCOME

This year, Council’s primary source of income was from Rates and Annual Charges of $26 million or 33.7% of total in-come (2013/14: $23.8 million or 38.5%).

Council generates a significant portion of revenue from fees and charges associated with provision of services and facilities such as swimming pools; contract works; planning and building regulation; water consumption; and waste management. This amounted to $18.2 million or 24% in 2014/15 (2013/14: $14.7 million or 24%).

Grants and contributions from Government and Industry continue to be an important funding source for provision of services to, and maintenance and construction of infrastructure for the community. Council received a total of $28.7 million or 37% in grants and contributions in 2014/15(2013/14: $19 million or 31%).

This demonstrates Council’s day-to-day costs are greater than the total revenue stream, which impacts Council’s ability to undertake capital works.

2014/15 Total Income $77m

Rates & Annual Charges

User Charges Fees

Interest & Investment Revenue

Other Revenues

Grants & Contributions - Operating

Grants & Contributions - Capital

Operating Result ($’000s) Operating Result before Capital ($’000s)


EXPENDITURE

Council continues to invest as much money as possible into the renewal of existing infrastructure to ensure it is in a satisfactory and serviceable condition.

Council also continues to invest in new infrastructure to meet the demands of a grow-ing community. Council delivered $27 million of capital expenditure this year (2013/14: $17.9 million).

NET WORTH

The following graph compares Council’s net accumulated financial worth as at 30 June 2015 to the previous four years.

2014/15 Total Expenditure $60m

Employee Costs

Borrowing Costs

Materials & Contracts

Depreciation & Amortisation

Other Expenses

Loss on Disposal of Assets

Net Worth ($’000s)

Assets

Equity

LiabilitiesCapital Expenditure ($’000s)


ASSET MANAGEMENT

Deteriorating infrastructure is a major issue for the majority of councils across Australia. Economic and legislative constraints such as rate pegging, service cost shifting from other levels of government plus increasing costs for materials and utilities further restricts Council’s ability to meet existing or emerging community priorities with respect to asset management.

As the local population grows, so does the demand for services and the use and impact on assets. Unfortunately, the pool of money available to Council to maintain these assets simply does not keep pace with increased costs. The result is a funding gap, which contributes to a backlog of works and deteriorating assets. The age of Council’s assets and the increasing demand levels, means Council must continue to invest as much as possible in renewal programs to ensure assets meet community needs. Failure to renew assets at key points across their useful life will result in a higher backlog into the future. The money spent today on renewing assets will greatly reduce the cost to completely replace assets in years to come.

Council’s current asset data requires continual improvement. Council is committed to improving asset knowledge so that data accurately records the asset inventory, how assets are performing and when assets are not able to provide the required service levels. Council also seeks to improve efficiency in operating, maintaining, renewing and replacing existing assets to optimise life cycle costs.

It is important to consider trade-offs between service levels and costs to ensure that the community receives the best return from infrastructure. This may include identifying assets surplus to needs for disposal in order to make savings in future operations and maintenance costs.

Council owns and maintains over half a billion dollars’ worth of infrastructure including roads, parks, buildings, swimming pools, sports grounds, stormwater drainage, water and sewer networks, footpaths, buildings, and waste management facilities. These assets, which are used by the community every day, deteriorate over time, and require ongoing maintenance and renewal or replacement to keep them in a satisfactory condition.

Infrastructure, Property, Plant & Equipment ($’000s)

Gross Book Value

Written Down Value

Accumulated Depreciation


PERFORMANCE MEASURES - FIT FOR THE FUTURE

SUSTAINABILITY

Operating performance ratio

This ratio measures operating expenditure against operating revenue. It is important to distinguish that this ratio is focusing on operating performance and hence capital grants and contributions, fair value adjustments and reversal of revaluation decrements are excluded.

The benchmark operating performance ratio is greater than 0%.

Own source operating revenue

This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions. Council’s financial flexibility isimproved by a higher level of own source revenue.

The benchmark own source operating revenue percentage is equal to or greater than 60%.


Buildings and infrastructure asset renewal ratio

This ratio assesses the rate at which assets are being renewed against the rate at which they are depreciating.

The benchmark buildings and infrastructure asset renewal ratio is 100%.

EFFECTIVE INFRASTRUCTURE AND SERVICE MANAGEMENT

Infrastructure backlog ratio

This ratio shows the backlog proportion against the total value of Council’s infrastructure.

A benchmark of 2% was indicated as part of the Fit for the Future self-assessment tool, however there remains significant contention across the local government industry concerning both the benchmark being too low and the use of written-down value in the calculation itself.


Asset maintenance ratio

This ratio compares actual versus required annual asset maintenance. A ratio above 1.0 indicates that Council is investing enough funds within the year to stop the infrastructure backlog from growing.

The benchmark asset maintenance ratio is equal to or greater than 1.0.

Debt service cover ratio

This ratio measures the availability of operating cash to service debt including interest, principal and lease payments. This measure replaces the debt service ratio.

The benchmark debt service cover ratio is greater than 2.0.


PROGRESS AGAINST DELIVERY PROGRAM TARGETS

Theme No. of actions 100% complete %

1. Looking after our community 67 65 97%

2. Protecting our natural environment 47 40 85%

3. Building a strong local economy 23 20 87%4. Connecting our region 21 17 81%

5. Good Government 30 29 97%

Total 188 171 91%


LOOKING AFTER OUR COMMUNITY

Looking after our communityGoal 1.1: A safe and healthy communityStrategy 1.1.1: Maintain the provision of high quality, accessible community services that meet the needs of our community

Provide comprehensive community support programs

that embrace social justice and access and equity

Continue to support the Transport

Working Group

The Transport Working Group meetings continue to be auspiced by

the Mudgee Community Transport Service and are held on a quarter-

ly basis.

Provide Meals on Wheels Services Council-auspiced Mudgee Meals on Wheels continues to provide

meals to frail, elderly and disabled residents with the assistance of a

strong volunteer base. For the year ended 30 June 2015, the service

provided a total of 5,644 hot and frozen meals to its clientele. This

equates to approximately 110 meals each week.

Provide Respite Care support services Hours provided to respite clients continues to substantially exceed

funding body requirements; over 4,000 hours were provided for the

year ended 30 June 2015. Further hours of respite were provided un-

der a sibling support program. The respite provided is by volunteers

personally matched to clients and their individual needs.

Provide Home Modification and

Maintenance service

The Home Modification and Maintenance Service undertook an array

of works including bathroom renovations, installation of grab rails

and slip resistant treatments to assist 30 frail, aged and disabled res-

idents remain in their own homes. The jobs were undertaken within

the Mid-Western Region and Warrumbungle Shire.

Provide Community Transport service The Community Transport service continues to provide transport to

the elderly, those at a transport disadvantage and the disabled and

their carers residing within the region. The transport provided assists

residents with health needs and everyday chores and also addresses

issues of social isolation and risk of early institutionalisation. On aver-

age, the service provided 193 trips per week for clients.

Provide Youth Services Youth Council funds are allocated for expenditure on Youth Services

such as events during Youth Week. Youth Council delivered blog

workshops, skate events, film workshops and film screenings. Funds

also contributed to the provision of social and recreational programs

and activities for young people aged 9-18 years in Kandos.


Provide Family Day Care services Family Day Care averaged 79 places for the financial year ended 30

June 2015 with educators operating in Mudgee, Wellington, Gulgong,

Kandos and Narromine. There is a current waiting list and more edu-

cators are required to place these children.

Provide customer focused library and information services Investigate options for better delivery of

library services

For the year ended 30 June 2015, library visits across all branches

increased by 4.4% on the previous financial year.

Continue to run Mobile Library Service

within the Region

The Mobile Library Service continues to be a vital component of

Council’s Library service, providing outreach and promotion to small

schools, nursing homes, and housebound and aged

customers within the wider community.

Continue to run Children and Youth

library programs including pre-school

Bookworms and school holiday reading

program

All library branches hosted a range of well-attended Bookworms and

Born to Read programs during school terms. Mudgee Library initiated

a new program called Toddler Time which has been very well attend-

ed and received by the community. All branches also held numerous

children’s craft programs and storytelling activities during school

holidays, with the Summer Reading Program over the Christmas/New

Year break very popular with all age groups.

Update and renew library collections Library collections continue to be renewed in line with the Library

Collection Development Strategy.

Maintain a Library Collection Policy Council’s Library Collection Development Strategy was renewed in

June 2014. It is subject to periodic review.

Introduce a new reading programme for

2-3 year olds

A new reading programme for 2-3 year olds was introduced in July

2014.

Strategy 1.1.2: Work with key partners and the community to lobby for effective health services in our Region

Ensure commitment to construction of Gulgong MPS Work cooperatively with Western NSW

Local Health District to facilitate the devel-

opment of an MPS

Gulgong MPS project was completed in March 2014 and is open to

the public.

Explore funding opportunities for improved health

services; Work in partnership with Western Local Area

Health Network to promote health projects

Lobby government and industry for

funding including potential upgrade of

Mudgee Hospital

Council continues to work closely with the Local Western Area Health

Network and local MPs to address local health priorities, this includes

demonstrating the need for a major redevelopment of the Mudgee

Hospital. A $60 million redevelopment of the Mudgee Hospital was

announced in March 2015.


Liaise with Western NSW Local Health

District and work with local Medical Ser-

vices Organisations through Interagency

meetings

Council continues to auspice meetings, including Interagency in both

Mudgee and Kandos to engage with local health, medical and social

service organisations. It also auspices the Transport Working Party on

a quarterly basis, and attends Home and Community Care forums.

Continue to provide accommodation for

doctors in the Region

Council continues to maintain a property in Rylstone for the Rylstone

doctors and has provided rental assistance in Gulgong to support

doctors living in the area and providing medical services.

Strategy 1.1.3: Support networks, programs and facilities which promote health and wellbeing and encourage healthy lifestyles

Provide financial assistance in accordance with Council’s

Financial Assistance Policy

Continue financial assistance including for

local and regional bodies in accordance

with Financial Assistance Policy

The budget for the Financial Assistance program in 2014/15 was

$157,000. Council approved over $147,000 of financial assistance

grants to local and regional bodies throughout the year.

Strategy 1.1.4: Work with key partners and the community to reduce crime, anti social behaviour and improve community safety

Support and implement programs which aim to reduce

anti-social behaviour.

Continue to liaise with Police 17 vandalism incidents were recorded in 2014/15 compared with 26

in 2013/14.

Participate in the Liquor Accord All Liquor Accord meetings were attended by Council Staff as re-

quired.

Maintain Alcohol Free Zones in Town

Centres

All alcohol free zones have been renewed until 2018.

Maintain clean and attractive streets and public spaces

where people feel safe

Maintain presence of street cleaners in all

town centres

Street cleaning was undertaken throughout the year in accordance

with the street cleaning schedule.

Effective animal control regulation Utilise website to actively re-home animals Councils web page contains a photo of impounded animals inviting

the public to re-home them. Mudgee also has an active Friends of

Mudgee Pound who utilise Facebook to promote and assist with

re-homing of animals from the pound. During 2014/15 year 266

animals were successfully re-homed.

Conduct media campaign to encourage

registration of dogs

Council conducted a media campaign informing the community of

their dog registration obligations.

Provision of off-leash dog areas Council provides off leash dog areas in Gulgong, Mudgee and Ryl-

stone.

Goal 1.2: Vibrant towns and villages

Strategy 1.2.1: Respect and enhance the historic character of our Region and heritage value of our towns

Review of Development Control Plan Commence the 12 month review of the

DCP

Annual Review was completed in December 2014.


Heritage advisory services and Heritage conservation Provide opportunities for Heritage funding

through Local Assistance Program

Annual heritage grants allocated.

Support and assist preservation of important historical sites

in the Region

Continue to support the Kandos

Museum through covering insurance and

rate costs

The Kandos Museum has been supported through the provision of

financial assistance covering insurance, rates and operational costs.

Maintain historical sites within the Region,

for example Red Hill Reserve

Design work for the Red Hill project has been completed in

conjunction with the Red Hill Committee.

Strategy 1.2.2: Manage growth pressure driven by the increase in mining operations in the Region

Monitor employment and population growth Work with State Government to provide

updated population estimates based on

building statistics and employment growth

Through the Urban Release Strategy Council used the Department of

Planning population projections and applied local sensitivity analysis

to accommodate the impacts associated with mining in the Region.

These figures provide a more accurate estimate of projected popu-

lation. This issue has also been raised through the Regional Land Use

Plan and the Department of Planning have indicated that they are

open to further refinement of the methodology used in population

projections at a state wide level.

Meet regularly with mining companies Quarterly meeting with mine managers Council is represented on each of the mine’s Community

Consultative Committees. Quarterly meetings are held with

representatives of local mines.

Support the preparation of Central West

Regional Land Use Plan

Planning staff have participated in the Technical Working Group for

the Regional Land Use Plan currently being prepared by the De-

partment of Planning and Environment. The Draft Plan is due to be

considered by Cabinet in October 2015.

Strategy 1.2.3: Make available diverse, sustainable, adaptable and affordable housing options through effective land use planning

Ongoing monitoring of land release and development Continue to review and release land for

development as required

With the adoption of the Urban Release Strategy Council adopted a

quarterly Land Monitoring Report on the building approvals, subdivi-

sion approvals, construction and subdivision certificates.

Complete the Urban Release Strategy The Urban Release Strategy was adopted by Council in December

2014 and endorsed by the Department of Planning and

Environment in February 2015.

Regular updating of the Comprehensive Land Use Strategy Complete review of Mudgee Town Struc-

ture Plan

Council resolved in May 2015 to amend the Comprehensive Land Use

Strategy to reflect the 2ha MLS as part of the Town Structure Plan.

This has been forwarded to the Department of Planning and

Environment for consideration.


Promote Affordable Housing options within the Region Provide funding to lease emergency hous-

ing for women and children leaving family

violence

Council partners with Barnardos and Housing Plus to provide short

term crisis accommodation to homeless families, women and

children escaping domestic violence and young people who do

not have somewhere safe to stay. Through this partnership Council

provide the funds for rental, Barnardos provide the case management

and Housing Plus manages the rental properties.

Strategy 1.2.4: Maintain and promote the aesthetic appeal of the towns and villages within the Region

Maintain and beautify civic open space and street access

areas within towns and villages in the Region

Work in partnership with the Public Art

Advisory Panel and local groups to apply

for grants, buy, and erect sculptures across

the Region

Program has been completed for the year including the purchase

of two new sculptures for Lawson Park and planning for the Wood

Sculpture Symposium to be held in Rylstone in October 2015.

Goal 1.3: Vibrant towns and villages

Strategy 1.3.1: Provide infrastructure and services to cater for the current and future needs of our community

Review asset management plans and underpin with finan-

cial strategy

Review, update and develop asset

management plans for each major

category of infrastructure

Asset management plans for all categories except water/sewer have

been completed and presented to Council.

Manage and maintain sportsgrounds, parks, reserves and

playgrounds across the Region

Review and update Parks Management

Plans

Plans are currently being reviewed and will be completed in the

2015-16 year.

Undertake review of public toilet facilities This action will be undertaken in 2015/16.

Upgrades of public toilets as per the

Capital Works Program 2014/15

2014/15 capital program completed successfully.

Upgrade play equipment at Redbank Park,

Mudgee Apex Park, Mudgee Pearls Park,

Gulgong Victoria Park, Mudgee New Park -

Melton Road area

Playgrounds were installed with play structures and swings which

have increased use by families.

Upgrade the sporting facilities at

Victoria Park Mudgee including lighting,

resurfacing of cycle track and

new cricket pitches

Lighting and resurfacing of cycle track completed, providing a better

facility for sporting clubs. New cricket pitch location to be confirmed.

Install lighting and commence restoration

of stone fence in Lawson Park

Lighting installed and completed, no further works being

undertaken on wall after survey showed little or no movement.

Fencing Number 2 Field at Glen Willow Installation of fencing around field 2 has been completed.

Manage and maintain cemeteries throughout the Region Continue maintenance and operation of

cemeteries including rural cemeteries

Council continues to provide funeral services and general

maintenance for 3 urban cemeteries and 8 rural cemeteries across

the Region.

Manage, plan and maintain buildings and other assets

across the Region

Review data and update set

Management Plans for buildings

Data is continually reviewed to maintain buildings most

appropriately.


Review data and update Asset

Management Plans for Plant & Airport

Assets management plans for Plant and Airport have been

completed.

Upgrade of Community Buildings in-

cluding as per the capital works program

2014/15

Community Buildings upgraded as per the capital works program

2014/15.

Complete construction of new

pre-school facility

2014/15 works completed as planned.

Showground upgrades at Gulgong and Rylstone Update kiosk and other capital works at

Rylstone Showground

All capital works at Rylstone Showground have been completed.

Upgrade electricity supply to Mudgee

Showground

Additional power requirements for the new pavilion’s

commercial kitchen have been installed.

Sponsor upgrades at the Gulgong

Showground

Upgrades at the Gulgong Showground have been completed, with a

total value of $192,600.

Maintain and operate swimming pool centres across the

Region

Continue to provide high quality swim-

ming pool facilities at Mudgee, Gulgong

and Kandos

Council owns 3 pools across the Region, 2 are owner

operated and 1 leased. Council continues to manage these pools

in alignment with the pool safety guidelines throughout the pool

season.

Goal 1.4: Meet the diverse needs of the community and create a sense of belonging

Strategy 1.4.1: Support programs which strengthen the relationships between the range of community groups

Continue youth representation through the Youth Council Provide secretarial support for Youth

Council

The Youth Council has been provided with secretarial support by the

Community Development Officer.

Provide meaningful employment to members of the

disabled community

Maintain policies that support

employment for people with disabilities at

MWRC

The EEO Management Plan supports the provision of

employment opportunities for people with disabilities. The

services at Ironed Out and Recycling have provided ongoing support

and employment during the year.

Continue Program at Mudgee Recycling Council’s Australian Disability Enterprise (ADE) provided

meaningful employment to 36 supported employees throughout the

year. The ADE successfully passed the annual audit.

Work with lead agencies to ensure adequate provision of a

range of services

Continue to attend inter-agency

meetings

Council representatives attended all eleven Mudgee and all six Kan-

dos Rylstone Interagency meetings convened during the financial

year ended 30 June 2015.

Promote volunteering through the community Continue to run community services

programs that encourage volunteering

including Respite Care, Community

Transport, and Meals on Wheels

Volunteering for Council’s ageing and disability services is

promoted through Community News, Council’s website, social and

general media. Council has actively involved Rotary volunteers to

facilitate the operation of the Mudgee Town Hall Cinema. Youth are

also encouraged to volunteer through participation in Youth Council.


Strategy 1.4.2: Support arts cultural development across the region

Arts and Cultural events promotion Support initiatives for events in the region

by providing organisational and manage-

ment assistance

Council continues to support the development and attraction of ma-

jor events in the Region. Major events held include the NSW Country

Rugby Championships, the NSW Tier 1 and 2 Rugby League Cham-

pionships, NSW Libraries Conference and the Flavours of Mudgee

Festival. Council also provides support for local event proponents,

maintaining an events assistance manual and providing financial

support through the Events Assistance Program.

Promote the use Council Facilities for

significant events

Council continues to promote the use of Council owned facilities for

major events. Major events held at Council owned facilities include

NSW Country Rugby Championships, NSW Tier 1 and 2 Rugby League

Championships and Flavours of Mudgee festival.

Provision of meeting and exhibition space Make existing community buildings

available and reasonable cost & promote

use and availability through the website

All facilities were in operation and available for hire.

Promote the use of Exhibition Space

provided at the new Regional Library

Council continues to encourage and host public exhibitions at the

library.

Coordinate and facilitate cultural and arts projects through-

out the Region

Continue to liaise with Cultural

Development Commitee, Public Art

Advisory Panel, Orana Arts and local arts/

cultural groups to develop cultural/artistic

projects within the Region

Council continues to support the Cultural Development

Committee and its sub-committee, the Public Art Advisory Panel, in

formulating a Public Art Plan and addressing culture and

public art opportunities across the Region. Orana Arts is

represented within the Public Art Advisory Panel meetings and

Council also regularly consults with other arts/cultural groups in the

Region, such as Mudgee Arts regarding local events.

Strategy 1.4.3: Provide equitable access to a range of places and spaces for all in the community

Public facilities to be accessible On-going monitoring of existing

buildings

Buildings adequately maintained throughout this period.

Coordinate the provision of local community centres and

halls for community use

Provide access to community facilities All facilities were in operation and available for hire.

Corporate and Community Buildings upgrades Implement recommendations and

actions of Buildings Strategic Plan

Implemented recommendations and actions of the Buildings

Strategic Plan. Draft Building Asset Management Plan

presented to Council.


PROTECTING OUR NATURAL ENVIRONMENT

Protecting our natural environmentGoal 2.1: Protect and enhance our natural environmentStrategy 2.1.1: Maintain the provision of high quality, accessible community services that meet the needs of our community

Include biodiversity and heritage as key components in the

development application process

Implement Comprehensive Development

Control Plan (DCP) through the develop-

ment assessment process in relation to

environment protection

Review of comprehensive DCP completed in December 2014.

Manage environmental and cultural factors impacted by

physical works on Council lands

Continue to prepare for Council works REF’s were undertaken for the Roads Program.

Work with local Aboriginal Groups Council has continued to liaise through the Aboriginal

Reference Group in 2014/15.

Strategy 2.1.2: Minimise the impact of mining and other development on the environment both natural and built

Work with the community and government agencies to

identify and address the issues and mitigate impacts

associated with mining

Represent Council on Community

Consultative Committees

Councillors are represented on Community Consultative

Committees for local mines.

Address issues as part of Environmental

Assessment

Council is represented on each of the Mine’s Community


representatives of local mines. Council has continually worked

with the Department of Planning Infrastructure to ensure that

the local concerns are recognised in the assessment of State

Significant Development.

Drive the development of studies and strategies aimed at

addressing the longer term impacts of mining

Participate in the mining and resource

development taskforce

Attended meetings of the mining and resource development

taskforce.

Work with the Department of Planning in the approval

process to ensure community concerns are addressed in

consents

Address issues as part of Environmental

Assessment

Council is represented on each of the Mine’s Community


representatives of local mines. Council has continually worked

with the Department of Planning and Infrastructure to ensure

that local concerns are recognised in the assessment of State

Significant Development.


Strategy 2.1.3: Raise community awareness of environmental and biodiversity issues

Deliver projects which work towards protecting biodiversity

and regeneration of native environment

Implement a roadside vegetation

management plan

Additional funding used to undertake more detailed

investigation of vegetation at specific sites.

Pursue grant funding for environmental

projects

The Central West LLS was successful in securing funding of

$450,000 over two years for Contaminated Land of which

Council is a partner. Council was also successful in Green Army

Funding in 2014.

Support National Tree Day Facilitate National Tree Day Rather than a planting day this year a new initiative which

involved a tree give away was launched. The program was a

huge success with over 500 trees provided to the community.

Work with schools to promote environmental awareness

amongst students

Participate in Green Day Council was again the major sponsor of Green Day in

September 2014. Over 500 school children from across the

region participated in this annual initiative run by Watershed

Landcare.

Strategy 2.1.4: Control invasive plant and animal species

Effective weeds management Continue to manage noxious weeds Property inspections of residential and Council owned lands

occurred throughout the year in accordance with WAP and

Council set targets. Inspection numbers were up on previous

year.

Provide education through the web site Councils website is used to promote effective weeds control

and provides information to residents on Councils enforcement

processes.

Undertake weed control on roadsides and

Council land

Council roadside spraying program was completed in

accordance with Council targets and the WAP.

Continue to host the Serrated Tussock State

Weeds Management program

Council hosted the Serrated Tussock Weeds Management

program throughout the year. This project is completed as of 30

June 2015.

Collaborate with agencies to manage feral animals Use the website to raise awareness of the

impact of domestic pets on rural land

managers

Council’s web page publishes information and articles which

stress the need to ensure dogs do not roam.


Goal 2.2: Provide total water cycle managementStrategy 2.2.1: Identify and implement innovative water conservation and sustainable water usage management practices

Encourage reduced water consumption through Best

Practice Pricing

Continue to implement water pricing with

reliance on user charges

Council adopted a Water and Sewer pricing structure that

complies with the requirements of NSW Office of Water Best

Practice Guidelines. Water tariffs are structured such that a

minimum of 75% of residential water revenue is generated via

water consumption charges, with the balance from access

charges. Water consumption is seasonal, and consumption for

the 2014/15 year was slightly lower than anticipated.

Implement water conservation and reuse programs Investigate options for water conservation Water conservation information is published on quarterly water

bills. Metered standpipes have been purchased for Council

maintenance purposes to reduce unaccounted for water.

Average annual potable water consumption across the LGA

decreased from 267KL/connection/year in 2013/14 to 252KL/

connection/year in 2014/15.

Work to secure water for agriculture and urban use Continue to work with State Government to

secure domestic water supply

Council continues undertaking dialogue with the State

Government to ensure that subsidies are secured for the

Rylstone/Kandos sewer scheme.

Promote an active role and participate in the review of the

Murray Darling Basin Plan

Continue to make representations Council is represented at the Murray Darling Association by

Clr Lucy White and Mr Russell Holden.

Identify and plan future maintenance, renewals and

upgrades for Council’s stormwater assets

Complete drainage works for the detention

basin between Horatio Street and Winter

Street

Tender process completed and successful tenderer selected at

June 2015 Council meeting. Physical works to commence in

2015/16.

Identify and continue urban stormwater

improvement program

Draft Rylstone & Kandos Flood Risk Management Plan study

completed.

Identify and undertake culvert replacement

& causeway improvement program

Culvert replacement works are completed for the many sites

identified for the year. There were no causeways elected for

replacement in 2014/15 with the allocated budget being used

to replace the old timber bridge in 2015/16.

Achieve NSW Government Best Practice Management of

Water Supply and Sewerage

Implement an integrated Water Cycle

Management Strategy

IWCM Evaluation Study completed and provided to NSW Office

of Water (DPI Water) in April 2014 for concurrence. No response

received to date. NSW Office of Water changed IWCM guideline

and requirements in June 2014. Consultancy contract has been

adjusted for preparation of IWCM Issues Paper and Strategy in

accordance with NSW DPI Water July 2014 requirements.


Implement a Drinking Water Management

System

Drinking Water Management System implemented in 2014/15.

Drinking Water Management Policy to be prepared for Council

adoption in 2015/16.

Review Strategic Business Plans for Sewage

and Water Supply Services

NSW Department of Primary Industries - Water (formally NSW

Office of Water) reviewed Best Practice Management Guidelines

in 2014/15. To achieve NSW Government Best Practice

Management of Water Supply and Sewerage, Council is initially

required to prepare an Integrated Water Cycle Management

Strategy which will include elements of the previous Strategic

Business Plan requirements. The Strategic Business Plan will

be reviewed every four years following adoption of an IWCM

Strategy. A Strategic Business Plan, is therefore not required in

2014/15.


upgrades for Council’s water supply infrastructure

West Mudgee water distribution extension Detailed design and tender documentation currently being

prepared to enable call for tenders for construction work in

association with commencement of Caerleon subdivision works.

Tender documentation scheduled to be completed early in

2015/16 financial year. 2014/15 works completed as planned.

Identify and undertake mains replacement

& improvement program

2014/15 mains replacement program completed to budget

availability.

Strategy 2.2.3: Protect and improve catchments across the Region by supporting Catchment Management Authorities

Support the Central West Catchment Management and

Hunter Central Rivers CMA Catchment Action Plan imple-

mentation

Represent Council on Central West and

Hunter CMAs

Council continues to support and participate in LLS and

associated programs and partnerships.

Continue riparian rehabilitation program along waterways Continue riverbed regeneration Completed as part of the Green Army Project in both Mudgee

and Rylstone.

Continue to manage Putta Bucca Wetlands

Project

Management of Putta Bucca Wetlands continued throughout

the year with assistance from local volunteer groups. Works

included mowing, garden maintenance, tree planting and

infrastructure upgrades. A Plan of Management is being drafted

and under review.

Provide education to the community of the importance of

waterways

Participate in National Water Week activities Successful carp muster held at Putta Bucca Wetland.


upgrades for Council’s sewerage treatment infrastructure

West Mudgee sewer pump station

construction

Detailed design and tender documentation is currently being

prepared to enable call for tenders for construction work in

association with commencement of Caerleon subdivision works.

Tender documentation scheduled to be completed early in

2015/16 financial year. 2014/15 works completed as planned.


Decommissioning Mudgee Sewer

Treatment Plant (Putta Bucca)

Physical removal of above ground structures commenced in

2014/15 and is complete. Consultant engaged to investigate

options to reduce long term management and monitoring

burden of the decommissioned treatment plant site.

Identify and undertake mains

replacement & improvement program

2014/15 budgeted mains renewal program completed, 2226m

of sewerage gravity mains were relined in 2014/15. The main

relining program has had a significant impact on decreasing

reactive maintenance and raw sewage overflows.

Improve and develop treatment options to

ensure quality of waste water meets EPA standards

Sewerage treatment plans for Charbon Community health concerns associated with existing septic

system capacities have diminished as a result of Charbon’s

declining permanent population. Focus has shifted from the

provision of a centralised sewerage system to a Council

inspection program for existing septic systems to ensure

privately owned septic systems are appropriately monitored

and maintained.

Continue to improve outgoing water quality

at all sewerage treatment plants across the

Region

Council continues to improve discharge quality at all treatment

plants through chemical dosing and process changes. Achieved

100% compliance with discharge requirements at Rylstone STP

for 2014/15 reporting year which is a significant improvement

on previous years. Both Kandos and Mudgee STP discharge

quality improved from previous reporting years.

Achieve NSW Government Best Practice Management of

Water Supply and Sewerage

Develop and implement Liquid Trade Waste

Policy and Pricing

A policy has been drafted for adoption by Council in 2015/16

financial year.

Goal 2.3: Live in a clean and environmentally sustainable way

Promote a philosophy of Reduce, Reuse, Recycle Ongoing education through website Council’s website and also Community News are used to keep

residents informed regarding the opportunities to recycle and

also programs like Household Chemical Collection.

Provide a domestic recycling and waste services for all

residents through kerbside collection and rural waste

transfer stations

Kerbside and local recycling facilities Kerb-side collection and rural recycling services were provided

throughout the year.


Promote home composting initiatives for green waste Develop an education program through

Community News

Council has commenced a project of community engagement

to determine if the community would like a kerb-side organics

service. This service would replace the need for home

composting. Community News is actively used for waste

education and to inform the community on waste related

matters.

Strategy 2.3.2: Work regionally and collaboratively to implement strategies that will enhance environmental outcomes in regards to waste management

and minimisation

Participate in regional procurement contracts for waste

services that provided added value.

Regional scrap steel, green waste processing,

used motor oil, house hold chemical

collection, e-waste

Council is participating in the regional scrap steel, green waste,

used motor oil and house chemical collection contracts through

NetWaste. In regards to e-waste staff have set up a trial system

that includes Mid-Western, Bathurst and Cowra Council’s.

Participate in regional investigations for collaborative

solutions to problem wastes types.

Participate in NetWaste steering committee

for strategic direction of the group

NetWaste Steering Committee meetings attended throughout

the year. From this group, participation in the regional organics

collection tender was formed.

Apply for available grants under the NSW Government

‘Waste Less Recycle More’ package

Apply for grants to upgrade or introduce

services to the Mid-Western Community that

reduces landfill tonnes and Co2 emissions

Grant funding was received through Waste Less Recycle More

for construction of a Community Recycling Centre to handle

some problem waste types. Further grants will be applied for

next year should Council participate in the kerb-side organics

project.

Strategy 2.3.3: Support programs that create environmental awareness

Build community awareness through environmental

education

Investigate better use of Council’s website

for environmental awareness

This allocation will be undertaken in 2015/16.

Facilitate and promote community garden

programs

This initiative requires the support of the community. There has

been an initial investigation into the project.

Strategy 2.3.4: Consider technologies in Council’s facilities, infrastructure and service delivery to reduce ecological footprint

Implement alternative energy and sustainable technologies

in physical works and service delivery

Nil Planned for 2014/15 Nil undertaken for 2014/15.


BUILDING A STRONG LOCAL ECONOMY

Building a strong local economy

Goal 3.1: A prosperous and diversified economy

Strategy 3.1.1: Support the attraction and retention of a diverse range of businesses and industries

Business expos targeting businesses that complement key local

industries

Presence at 2-3 conferences or events where

the Region can be marketed

Council has participated in a number of conferences/

events to promote the Region including NSW Libraries

Conference, Sydney Royal Easter Show and the RDA

Orana Regional Relocation Initiative. Council continues

to host the Flavours of Mudgee festival, which is the

largest marketing event in the Region for the local wine

industry.

Work with business and industry groups to facilitate business

development workshops for existing businesses in the region

Support the business chambers by attendance at

meeting as required

Council representatives participated in meetings as

required.

Investigate Programmes to support new business

development and local entrepreneurial activities

Council continues to support visits to the Region by

the Small Biz Bus and provide support for initiatives

conducted by local chambers of commerce and

business groups.

Establish a process of capturing and monitoring relevant

economic data to identify opportunities, trends and

needs of local businesses

Produce annual update to Economic and Business

Profile booklet

The booklet is updated on an annual basis.

Develop and strengthen partnerships with major

employers in the region

Conduct two Think Tank forums to encourage

business leaders to participate in local economic

development

This action will be undertaken in 2015/16.

Work with the community to identify economic

development opportunities

Be aware of new business investors coming to the

Region and work with them to promote benefits

Respond to and follow up enquiries relating to new

business investment in the Region and the expansion

of local business activities. Conducted a forum for local

businesses to learn how to present a business capability

statement for new major projects in the Region.

Work with Mudgee Regional (MRTI) to identify target

markets and promote the region

Develop parameters for target markets in terms of

how tourism will be developed in the Region

MRTI has a contract with Council to undertake tourism

marketing on behalf of the Region.

Develop existing events in the region and attract new

event proponents to hold major events and festivals

in the region

Identify opportunities to submit bids for new events

and conferences and support event proponents

holding or wishing to hold events in the Region

Council continues to support organisations hosting

events or conferences in the Region. This has

included NRMA, Country Rugby League, National

Chevrolet Association, Football NSW, NSW Country

Rugby. Council continues to provide an Events

Assistance Program to support local event proponents

in developing major events in the Region.


Strategy 3.1.2: Encourage the development of a skilled and flexible workforce to satisfy local industry and business requirements

Work with business and industry groups to identify

the main skills shortage areas

Conduct two think tank forums to encourage

business leaders to participate in local economic

development and provide feedback on skills issues


Encourage workers to move to the region for

employment opportunities where skills shortages exist









industry.

Goal 3.2: An attractive business and economic development

Strategy 3.2.1: Promote the region as a great place to live, work, invest and visit

Provide brand leadership, market the Region’s competitive

advantages and targeted marketing of investment

opportunities









industry.

Strategy 3.2.2: Provide leadership on economic development initiatives and identify resources and infrastructure required to drive investment and economic

growth in the region

Promote the development of infrastructure at the Mudgee

Airport as an opportunity for business expansion

in the aviation industry

Review airport development strategy and promotional

opportunities in the future

Update of Airport Master Plan 2015 completed.

Continue to work with existing and new businesses

regarding opportunities to relocate to Mudgee Airport.

Facilitate the production of a study on investment

opportunities in the local property market

Provide information package regarding development

opportunities in property market

Property data and trends for the region are collected

and included in Economic Profile Booklet.

Lobby State and Federal Government on infrastructure needs

of local businesses including transport and communications

linkages

Continue to lobby government agencies and

departments on the provision of infrastructure to

meet community needs

Property data and trends for the Region are collected

and included in the Economic Profile Booklet.

Strategy 3.2.3: Support the expansion of essential services (education, health) to match business and industry development in the region

Lobby State and Federal Government for expanded health and

education services

Continue to lobby government agencies and

departments on the provision of infrastructure

to meet community needs

Respond to and follow up enquiries relating to new

business investment in the Region and the expansion

of local business activities. Conducted a forum for local

businesses to learn how to present a business capability

statement for new major projects in the Region.


Work with local service providers to maintain an acceptable

level of service delivery

Participate in regional planning working group Council continues to work with the Department of

Planning with the focus on delivery of regional land use

plans.

Work towards highlighting the deficiencies in

education needs across the Region in particular

Pre-School and High School

Prepared business case to support need for Early

Childhood Education and Intervention services for

the Region. Secured $1.0 million grant from Restart

NSW Cobbora Transition Fund to develop new centre.

Continue working with NSW Department of Education

on demand for additional high school places and future

infrastructure requirements.

Strategy 3.2.4: Develop tools that simplify development processes and encourage high quality commercial and residential development

Develop a step by step guide to assist potential

investors to work through the regulatory framework

Develop a guide to assist potential investors

and developers to work through regulatory

framework


Review plans and controls with economic impacts Continue to update and review guides, as required, to

keep up with changes in legislation and the economy

Produce annual update to economic data to assist

investors and developers understand local economy.

Goal 3.3: A range of rewarding and fulfilling career opportunities to attract and retain residents

Strategy 3.3.1: Support projects that create new jobs in the Region and help to build a diverse and multi-skilled workforce

Work with lead agencies for employment to identify

trends and discuss issues impacting employment

Continue to work with employment agencies

to identify trends and develop strategies to

assist employment opportunities across the Region

Continue to monitor workforce trends and identify

regional projects which will lead to new job creation.

Encourage local business to explore traineeships and

apprenticeships

Continue to work with local businesses to promote

traineeship and apprenticeship positions,

including educating businesses on available

government support

We continue to work with schools and businesses

promoting careers, industry Apprenticeships and

Traineeships.

Strategy 3.3.2: Build strong linkages with institutions providing education, training and employment pathways in the Region

Work with lead agencies for education in the region and

understand their roles and responsibilities in economic

development

Continue to work with education providers on

the provision of services to meet community needs

Council continues to work with all education

stakeholders in the region to provide adequate

education services. A major project has been the

development of a new early childhood centre to

expand the availability of preschool services in the

Region.

Pursue opportunities to develop a university outreach campus

with offerings aligned to local industries

Continue to monitor and identify new opportunities as

work to date has exhausted all avenues

Continue to support Western TAFE initiatives.


CONNECTING OUR REGION

Connecting our region

Goal 4.1: High quality road network that is safe and efficient

Strategy 4.1.1: Provide traffic management solutions that promote safer local roads and minimise traffic congestion

Work with the RMS to improve road safety Continue to liaise with the RMS on road safety

matters

Regular meetings continue to be held with RMS representatives.

Council staff have worked closely with RMS staff on several road

traffic and safety projects including the Bylong Valley Way widening

works, MR633 (Goolma Road) curve widening works both funded

by BLACKSPOT, traffic blisters in Gulgong and the development of

the Pedestrian Access and Mobility Plan. Council are still engaged

to maintain the state highways and main roads under the RMCC

and as part of this contract monthly meetings are held to look

at solutions for traffic, congestion and safety issues on the state

highways. Projects developed between RMS and Council include

the completion of the Springfield widening project, Sydney Road

asphalt works, heavy patching and reseal programs and smaller

projects involving signage and drainage improvement.

Regulate effective and appropriate user

activities on the road network

Contribute to and support load limit

variations and B-Double restrictions on various

local roads as necessary

Council continue to review applications for B-double routes on

local roads and make recommendations to support or reject these

applications to our Local Traffic Committee. Council also review

and comment on applications for oversize and overmass loads to

travel on Council’s roads via the NHVR.

Review speed limits and traffic management Traffic management applications are reviewed by Council and

feedback provided where necessary. Speed limit requests are

forwarded to RMS for review and decisions. RMS is the regulatory

authority for speed zoning.

Participate in relevant regional transport

committees and working parties

Facilitate the Local Traffic Committee Regular monthly Local Traffic Committee meetings have been held

in the reporting period.


Strategy 4.1.2: Provide a roads network that balances asset conditions with available resources and community needs

Annually review the Roads Asset Management Plan Undertake Review Asset Management Plans The asset management plan was reviewed in 2014-15. However

as Council were undertaking the fair value assessment on road

and associated infrastructure, it was determined that the fair value

findings were to be incorporated within the AMP. The AMP will be

presented to Council for adoption in early 2015/16.

Undertake a review of Roads Strategic Plan The asset management plan was reviewed in 2014-15. However

as Council were undertaking the fair value assessment on road

and associated infrastructure, it was determined that the fair value

findings were to be incorporated within the AMP. The AMP will be

presented to Council for adoption in early 2015/16.

Implement the works program in accordance with the

Roads Asset Management Plan

Complete Operational and Capital Expenditure

Program for Roads and Bridges including Capital

Works Refer Capital Works Section 3

The 2014/15 capital works program has been completed and the

2015/16 capital works program has been developed.

Manage State Roads in consultation with RMS Council continues to have a strong relationship with RMS.

Council have implemented the RMCC (Routine Maintenance

Council Contract) throughout the year for the maintenance works

on State Highway and RMS Main Roads in the LGA. Council have

also delivered significant project works for RMS including the

reseals and heavy patching program, Springfield widening project

and drainage and signage projects. Council and RMS attended

monthly meetings and Council attended and participated in the

PEG (Peer Exchange Group) meetings.

Continue ongoing maintenance of regional road

network

The adopted capital works program was completed on the

regional road network with additional projects being carried out

with project savings. Works this year on the regional network

include reseals and drainage works on Hill End Road, reseals on

Wollar Road and Gollan Road and shoulder grading and heavy

patching on the Bylong Valley Way. Linemarking was refreshed

along the full length of Hill End Road. Works continued on the

Cope Road Upgrade project in 2014/15. General maintenance was

also undertaken throughout the year.

Continue reseals, rehabilitation, grading,

re-sheeting of Councils local road network

consistent with Roads Strategic Plan

97% of capital projects were completed in 2014/15.


Continue to undertake upgrades of Ulan

Road in accordance with the Ulan Road

Strategy

Works have progressed throughout the year on the

Ulan Road upgrade. Projects are on schedule and will

continue into 2015/16 financial year.

Pursue additional funding for upgrading of roads

infrastructure

Lobby for funding for roads Successfully applied for additional road funding through Resources

for Regions program.

Ensure that major developers pay for the

impact additional development will have

on road network

Funding committed through Ulan Road Strategy and Resources for

Regions program.

Strategy 4.1.3: Provide a roads network that balances asset conditions with available resources and community needs

Implement the Pathways Strategic Plan Undertake Kandos to Clandulla Pedestrian

link and repair and reseal path from Rylstone to

Kandos

The reseal on the Rylstone to Kandos path was deferred as the

new sewer main to service the Rylstone Sewage Treatment Plant

upgrade will be located on the same alignment as the existing

footpath. The footpath will be repaired and resealed following

installation of the pipework. The Kandos to Clandulla link is

currently on hold awaiting ARTC approvals.

Provide walkways in Gulgong The footpath and shared use pathway construction projects for

Gulgong have been completed.

Continue Cudgegong River pedestrian

walk way to Glen Willow/Putta Bucca

The construction of the Putta Bucca and Glen Willow shared

pathways projects have been completed for 2014/15.

Construct pedestrian bridge at Bylong Bridge,

Rylstone

The tender for the design and construction of the pedestrian

bridge has been executed. However the tendered costs exceeded

the current budget. The project validity is being reviewed and

ongoing investigations are occuring 2015/16.

Goal 4.2: Efficient connection of the region to major towns and cities

Strategy 4.2.1: Develop a regional transport network that grows with the needs of business and industry

Support the continuation of commercial passenger

services at Mudgee Airport

Work with service provider to maintain passenger

services to end from Sydney

Worked with Fly Pelican to commence RPT services in June.

Continue maintenance and operation of Mudgee

Airport

CASA and OLS reports completed with airport meeting all

operational, safety and security requirements.

Lobby for improved highway linkages along the Great

Western Highway and Bells Line

Continue to lobby for improved access to Western

NSW from Sydney

Participate in CENTROC transport infrastructure planning and

General Manager meetings with Ministers.

Strategy 4.2.2: Create a communication network that services the needs of our residents and businesses

Pursue improved broadband and mobile coverage

with Government and major service providers

Continue to lobby for improved internet speeds

and mobile coverage throughout the Region

Continue to meet with representatives of NBN in relation to

rollout and timing.


Good GovernmentGoal 5.1: Strong civic leadershipStrategy 5.1.1: Provide clear strategic direction through the Community Plan, Delivery Program and Operational Plans

Ensure actions of the Operational Plan and Delivery Program are

completed on time, on budget and meets success criteria Successful delivery of 2014/15 Operational Plan 91% of projects/actuals of Operational Plan completed.

Strategy 5.1.2: Provide accountable and transparent decision making for the community

Conduct Open Days twice per month Continue to hold “Open Day” prior to

Council Meetings

Council has continued to offer Open Days prior to Council

meetings. 76 people attended Open Days during the year.

Strategy 5.1.3: Provide accountable and transparent decision making for the community

Continue to lobby State and Federal Government

on all matters that are of interest to the

Mid-Western Region

Work with the Mayor to access Local Members

and Ministers on relevant issues

Regular meetings held with local members and access provided to

various ministers for specific issues (including transport, regional

development, tourism, local government reform).

Strengthen relationships with local State and

Federal members




Engage with Regional Directors of State

Government




Goal 5.2: Good communications and engagementStrategy 5.2.1: Improve communications between Council and the community and create awareness of Council’s roles and responsibilities

Publish monthly editions of Community News Monthly distribution of Community News Community News was published on a monthly basis.

Provide an up to date and functional web interface Continue to update website Council continues to utilise all available communication channels

to raise awareness and engage the community in Council’s

activities. This includes updates to website, utilisation of social

media, traditional media outreach and community surveys.

Regularly report to the community in a variety of interesting

ways

Make full use of all media avenues including social

media, radio and television

The next customer service survey is scheduled for Feb 2016.

Operate and maintain a community works request

system that provides timely and accurate information

and responses

Maintain Works Request System Works requests responded top within 14 days have been reduced

from 380 to 60. Identified need for further training and integration

with ELO.

Ensure the community has clear information about who to

contact in Council

Provide a customer focused website The next customer service survey is scheduled for Feb 2016.

GOOD GOVERNMENT


Educate the community on Council’s roles and responsibilities Provide access to Council’s corporate planning

documents both through the website and Adminis-

tration Centres

The next customer service survey is scheduled for Feb 2016.

Strategy 5.2.2: Encourage community access and participation in Council decision making

Seek feedback on policy development and local issues Continue to utilise and conduct community

engagement activities including surveys and

face to face workshops

Council provides ongoing opportunities for community

engagement and feedback through survey monkey, workshops

and facebook. Surveys include investigation into air services

between Mudgee and Sydney, pARTicipate arts program,

community centre usage, rates, public access mobility plan and

major events feedback (Flavours of Mudgee, Healthy Communities

Festival). Examples of workshops held include the rates reference

group, update of the airport master plan, stallholder sessions for

Flavours of Mudgee, pARTicipate arts program.

Provide opportunities and make it easy for the

community to participate in and influence decision making

Encourage attendance at Council meetings Council continues to provide open day prior to Council meetings.

Goal 5.3: An effective and efficient organistion

Strategy 5.3.1: Pursue excellence in service delivery

Benchmark Council’s service delivery against relevant

organisations

Provide Planning and Building Statistics to

Department of Planning

Reports completed and submitted to Department of Planning as

required.

Local Government Reporting A report on comparative information on NSW Councils was

presented to Council at its meeting on 18 March 2015.

Conduct bi-annual community surveys 2014 & 2016 Conduct annual satisfaction survey Preparation for 2016 survey is underway. Currently reviewing

suppliers that provide a customer service benchmarking system to

select a suitable option.

Reflect on service provision and review work regularly Conduct quarterly all of Council Staff Updates across

all work sites

Quarterly staff update meetings held.

Work with Staff towards ongoing productivity im-

provements

Councils Fit for Future improvement proposal identifies

initiatives to increase service delivery and productivity

up to 2020.

Provide a responsive customer service function Reply to all correspondence within 14 days 96.6% of correspondence was replied to within 14 days.

Strategy 5.3.2: Promote Council as a great place to work for talented people

Attract, retain and develop a skilled workforce Implement a meaningful Training Program Internal and external training undertaken across Departments that

incorporated, leadership, professional and regulatory training.


Promote our core values of Respect, Integrity and

Recognition

Council’s core values of respect, integrity and recognition are

promoted throughout Council from recruitment; commencement

of employment; induction; staff updates and the GM’s update. The

values are also promoted and measured during the employment

performance process. The March 2015 EOS results were positive.

Continue to monitor and manage

the performance of all employees to meet

expectations

Annual Performance Appraisals completed by November 2014.

Provide a safe, healthy and non-discriminatory

working environment

Continue promotion of the Work Health and

Safety Act and ensure the highest level

of workplace safety

Council continues to promote work health and safety. In the

Employee Opinion Survey undertaken in March 2015 employees

scored “Providing a safe work environment” as the highest rated

item, with “Providing for the health and wellbeing of employees” a

close second. Workplace injuries and claims have reduced.

Provide a positive working environment Employee Opinion Survey completed in March 2015. The results

were positive with a Weighted Performance Index of 66.9%.

Conduct annual Employee Opinion Surveys Employee Opinion Survey 2014 Employee Opinion Survey completed in March 2015 with a

response rate of 76%.

Strategy 5.3.3: Prudently manage risks associated with all Council activities

Monitor and review Council’s policies and strategies Provide up to date Policy Register Council has a rolling program to review its policies and all policies

have a review date. A register is maintained to track policy review

compliance.

Enhance the information systems that support

delivery of Council activities

Redesign website to incorporate responsive design

for mobile devices

New website has been launched with training underway.

Provide long term financial sustainability through sound

financial management

Update and Implement Long Term Financial Plan

through Integrated Planning and Reporting process

The Long Term Financial Plan is currently being updated in line

with the Operational Plan 2015/16. A delay due to staff vacancies,

and competing statutory requirements means that the finalised

Long Term Financial Plan is anticipated to be presented to Council

for adoption before December 2015.

Ensure strategic and asset management plans

are underpinned by sound financial strategies

Maintain an up to date asset management system The asset management system and data is being updated, with

new procedures to manage and capture information being

developed.

Comply with relevant accounting standards, taxation

legislation and other financial reporting obligations

Continue to achieve a high standard of financial

management

Council received an unqualified audit report for the 2013/14

financial statements in October 2014. No material issues were

identified in Management Letters. All of Councils taxation and other

financial reporting obligations have been met on time to 30 June

2015.


ANNUAL CHARGES

STATUTORY INFORMATION

STORMWATER MANAGEMENT

Council has not levied an annual charge for stormwater management services during

the year.

COASTAL PROTECTION SERVICES

Council has not levied an annual charge for coastal protection services during the year.

COMPANION ANIMALSCouncil undertakes companion animal management functions and activities, in

accordance with the Companion Animals Act 1998 and the associated

Regulations.

EXPENDITURE

During 2014/15, Council spent $176,000 on companion animal management activities. Council employs one full time Ranger to enforce the provisions of the Companion Animal legislation. This Ranger also attends to after-hours stock impounding. As part of running an animal pound facility, Council utilises additional staff resources to ensure 7 day a week animal care and coverage.

The Office of Local Government provided $12,500 of revenue to Council in 2014/15 for Animal Management Services. A further $20,000 was received from stock impounding fees, animal release fees, fines, animal sales and other related revenue, helping to partially offset the total cost of companion animal management to the Mid-Western Region community.

REGISTRATION AND REHOMING

Council strongly encourages residents to have their dogs and cats micro-chipped. Micro-chipping is quick, painless, and easy. It is the easiest way a pet can be returned home, so it should be top priority for every pet owner. Council has a micro-chipping service, and charged $30 for the service in 2014/15.

In addition, Council works with the local branch of the RSPCA regarding foster care and advertising of impounded animals. The Mid-Western Regional Council website always has a current listing of animals in the pound that are lost or looking for a new home. Across 2014/15, Council compiled Pound Data Collection Returns for the Office of Local Government. 405 animals were seized. Fortunately, 334 of those animals were able to be returned to their owners or Council successfully re-homed them. A total of 72 animals were required to be euthanased as they were either unsuitable or unable to be rehomed. 134 companion animals were registered through Council.

DOG ATTACKS AND DANGEROUS DOGS

OTHER COMPANION ANIMAL ACTIVITIES

Council has three off-leash areas for companion dogs, located at Glen Willow Sports Complex in Mudgee, Peoples Park in Gulgong, and the Rylstone Showground.

Data relating to dog attacks is required to be lodged by Council with the Office of Local Government. During the 2014/15 period, there have been 31 separate dog attack incidents in the Mid-Western Region, with a number of animal (primarily stock) and human victims.

Actions taken following dog attacks can include infringement notices, animal seizure, police action, and euthanasia of the attacking dogs.


ADVISORY COMMITTEES

Advisory committees help Council stay connected with the views of our local citizens. Comprising of local community members and Council representatives, these committees provide advice and feedback to Council on key issues.

For 2014/15 there were 19 Advisory Committees and Reference Groups operating within the Mid-Western Region. Further information on these committees, including minutes and terms of reference, can be found on our website.

MUDGEE SHOWGROUND MANAGEMENT COMMITTEE

Councillor Representative: Clr Webb

The Mudgee Showground Management Committee assists Council to manage the showground facility.

GULGONG MEMORIAL HALL COMMITTEE

Councillor Representatives: Clr Thompson

The Gulgong Memorial Hall Committee assists Council with the management and promotion of the Gulgong Memorial Hall.

RED HILL RESERVE WORKING PARTY

Councillor Representative: Clr Cavalier

The Red Hill Reserve Working Party provides advice to Council on the development of a precinct master plan, and management of the site.

COMMITTEES OF COUNCIL AND DELEGATIONS TO EXTERNAL BODIESA range of committees conduct functions on behalf of Council. There are a number of different committee types including advisory committees, management committees, and appointments to external committees.

MID-WESTERN REGIONAL PEAK SPORTS COUNCIL

Councillor Representative: Clr Weatherley

The Peak Sports Council coordinates the activities of the three Sports Sub Committees for Mudgee, Gulgong, and Rylstone.

MUDGEE SPORTS COUNCIL SUB COMMITTEE

Councillor Representative: Clr Weatherley

The Mudgee Sports Council Sub Committee assists Council to manage active recreational facilities in Mudgee.

GULGONG SPORTS COUNCIL SUB COMMITTEE

Councillor Representative: Clr Thompson

The Gulgong Sports Council Sub Committee assists Council to manage active recreational facilities in Gulgong.

RYLSTONE SPORTS COUNCIL SUB COMMITTEE

Councillor Representative: Clr Shelley

The Rylstone Sports Council Sub Committee assists Council to manage active recreational facilities in Rylstone/Kandos.

HERITAGE COMMITTEE

Councillor Representative: Clr White

The Heritage Committee advises Council about the preservation and enhancement of items and places within the Mid-Western Region that are of heritage significance.


MUDGEE AND GULGONG ACCESS COMMITTEE

Councillor Representative: Clr Thompson, Alternate Clr Webb

The Mudgee & Gulgong Access Committee provide advice to Council on matters relating to accessibility in the Mudgee and Gulgong areas.

RYLSTONE AND KANDOS ACCESS COMMITTEE

Councillor Representative: Clr Martens

The Rylstone & Kandos Access Committee provide advice to Council on matters relating to accessibility in the Rylstone and Kandos areas.

CULTURAL DEVELOPMENT COMMITTEE

Councillor Representative: Clr White

The Cultural Development Committee provides advice to Council on the implementation of recommendations from the Cultural Plan

AUSTRALIA DAY SELECTION COMMITTEE

Councillor Representative: Clr Kennedy, Clr Cavalier, Clr Weatherley, Clr Walker

The Australia Day Selection Committee selects the recipients of Council’s annual Australia Day Awards

MUDGEE REGIONAL SALEYARDS COMMITTEE

Councillor Representative: Clr Weatherley, Clr Webb

The Mudgee Regional Saleyards Committee provides advice to Council on the operation of and improvements to the Saleyards complex.

MID-WESTERN REGIONAL YOUTH COUNCIL

Councillor Representative: Clr Kennedy, Clr Cavalier

The Mid-Western Regional Youth Council provides consultation with and advocacy for youth.

COMMUNITY SAFETY COMMITTEE

Councillor Representative: Clr Kennedy, Clr Cavalier

The Community Safety Committee provides advice to Council on the need for a Community Crime Prevention Plan

NOXIOUS WEEDS CONTROL ADVISORY COMMITTEE

Councillor Representative: Clr Webb

The Noxious Weeds Control Advisory Committee provides advice to Council on weed control in the local government area.

KANDOS CENTENNIAL WORKING PARTY

Councillor Representative: Clr Martens

The Kandos Centennial Working Party was established to provide input into the celebration of the centenary of Kandos in 2014. This Committee was formally wound up in February 2015.

INTEGRATED WATER CYCLE MANAGEMENT PROJECT REFERENCE GROUP

Councillor Representative: Clr Cavalier, Clr Weatherley

The Integrated Water Cycle Management (IWCM) Project Reference Group provides advice to Council on IWCM issues, including required levels of service and assessment of the social, environmental and economic impacts that would result from any adopted IWCM strategy

PUBLIC ART ADVISORY PANEL

Councillor Representative: Clr Kennedy, Clr White

The Public Art Advisory Panel provides advice to Council on the commissioning, selection, maintenance, protection and deaccessioning of public art works and programmes.


EXTERNAL BODIESIn 2014/15, Council did not delegate any of its functions to external bodies such as

County Councils.

However Council has appointed delegates to a number of external organisations

and committees. These are:

• Bushfire Management Committee

• Rural Fire Service District Liaison Committee

• Mudgee Region Tourism Inc

• Ulan Coal Mine Community Consultative Committee

• Wilpinjong Community Consultative Committee

• Charbon Community Consultative Committee

• Moolarben Community Consultative Committee

• Inglenook Exploration Community Consultative Committee

• Bells Line Expressway Group

• Macquarie Valley Weeds Advisory Committee

• Joint Regional Planning Panel

• Botobolar Community Committee

• Goolma Amenities Committee

• Murray Darling Association


PARTNERSHIPS, COOPERATIVES AND JOINT VENTURESCENTRAL WEST NSW COUNCILS (CENTROC)

Council became a full member of Central NSW Councils (Centroc) on 27th November 2014, at it’s AGM.

Centroc is a voluntary regional collaboration of councils in Central NSW. It exists to advocate for and improve operational efficiencies of its member councils - Bathurst, Blayney, Boorowa, Cabonne, Cowra, Forbes, Lachlan, Lithgow, Mid Western Regional Council, Oberon, Orange, Parkes, Upper Lachlan, Weddin , Young and Central Tablelands Water.

Centroc represents over 243,000 people covering an area of more than 72,500sq kms. Key areas of Centroc advocacy include improving transport infrastructure such as the Bells Line of Expressway, expanding telecommunications, increasing regional health workforce, ensuring water security and stimulating regional development.

HUNTER COUNCILS LIMITED

Council is an associate member of Hunter Councils Limited along with the other full member Councils of Hunter Councils, being Cessnock, Dungog, Gloucester, Great Lakes, Lake Macquarie, Maitland, Muswellbrook, Newcastle, Port Stephens, Singleton and Upper Hunter. The activities of the organisation are not controlled by any one council.

Hunter Councils Limited was established to improve the quality and efficiency of local government across the Hunter Region. The organisation has several business units providing specialist services to member and non member councils including Regional Procurement, Local Government Training Institute, Hunter Records Storage, Screen Hunter Central Coast, Environment Division and Local Government Legal.

Hunter Councils Limited was established in January 2003 after receiving Minister’s consent, pursuant to section 358(1)(a) of the Local Government Act 1993. Council became an associate member of Hunter Councils Limited in 2011.

STATECOVER MUTUAL LIMITED

Council is a member of StateCover Mutual Limited and holds a partly paid share in the entity. StateCover is a company providing workers compensation insurance cover to the NSW Local government Industry, and specifically, Council.

Council has a contingent liability to contribute further equity in the event of the erosion of the Company’s capital base as a result of the company’s past performance and or claims experience or as a result of any increased prudential requirements from Australian Prudential Regulation Authority. These future equity contributions would be required to maintain the company’s minimum level of Net Assets in accordance with its licence requirements.

MUDGEE REIGON TOURISM INC.

Mudgee Region Tourism Inc (MRTI) is a not-for-profit independent incorporated tourism body funded by Council and its members. The region encompasses the towns of Mudgee, Gulgong, Rylstone and Kandos (and small villages in between).

Council and MRTI hold a three year contract, from 1 July 2013 to 30 June 2016 whereby Council will contribute a set monthly rate, increased by CPI. Members of MRTI also pro-vide financial support through membership payments. Losses of the entity would be borne by the entity or its members, with no set agreement in place for Council to fund losses.

The current intention is to continue to support MRTI with monthly contributions to promote tourism within the LGA.


FLYPELICAN

FlyPelican is a regional airline and aircraft charter company based in Newcastle on the east coast of Australia operating a fleet of 19 seat British Aerospace Jetstream 32 aircraft.

Council has a contract in place to provide initial support to FlyPelican to re-establish an airline service between Mudgee and Sydney. This contract agreement includes initial start up support of $195,000; monthly support payments of $15,000 per month for the first 12 months of operation; provision of ground handling staff; marketing and advertising (in-house) and waiver of landing fees for 12 months.

Any losses of the company would be borne by FlyPelican and there is no agreement in place for Council to provide additional support or cover any amount of loss from providing the airline service from Mudgee. There is an ongoing risk that the company may be unsuccessful or the service may be discontinued for financial reasons, but if this occurs contributions to the service from Council will be withdrawn. Council intends to continue to support FlyPelican through the terms of the contract only, which expires in June 2017.

Further information on financial support provided to Mudgee Region Tourism Inc and FlyPelican is provided under Note 19 of the 2014/15 Financial Statements.


CONTRACTS AWARDEDIn accordance with the Local Government Act 1993 and our own Procurement Policy, Council calls for tenders for the supply of various goods and services where the estimated spend under that contract exceeds $150,000. The requirement to tender excludes the purchase or sale of land; purchases at public auction; contracts for employees of Council; purchase of goods and services under State Government or Commonwealth procurement contracts; emergency contracts; or where because of extenuating circumstances, remoteness of locality or the unavailability of competitive or reliable tenderers, Council decides by resolution (which states the reasons for the decision) that a satisfactory result would not be achieved by inviting tenders.

The following contracts were awarded during 2014/15:

CONTRACTOR CONTRACT AWARDED NATURE OF GOODS & SERVICES CONTRACT AMOUNT (EX GST) $

Advanced Airport Lighting Pty Ltd November 2014 Renew airport lighting and install PAPI lights 737,580

Degremont Pty Ltd November 2014 Water main cleaning - Gulgong 300,000

Telstra October 2014 Fixed Voice and Mobile Phone Agreement 450,000

Iveco Trucks October 2014 Iveco side loading garbage compactor 335,050

Lynch Building January 2015 Design and construct Mudgee Childcare Centre 842,744

Statecover July 2014 Workers Compensation insurance 530,410

Statewide July 2014 Property, Public Liability and Vehicle Insurance 684,719

VCV Sydney February 2015 Volvo truck with Palfinger hook lift 198,500

Garwood Australia Ltd August 2014 Rear loading garbage compactor 158,385

A1 Earthworx Civil and Mining December 2014 Construction of the Horatio St detention basin 262,108

Ingal Civil March 2015 Supply only of Road Safety Barriers Estimated over $150k

Various - Panel January 2015 Provision of Hardware and Building Supplies Estimated over 150k


FINANCIAL ASSISTANCECouncil has a program of financial assistance, as set out in the Financial Assistance and Event Management Policies, for organisations, groups and individuals that meet the goals and strategies as set out in Councils Community Plan 2030. In doing so, Council seeks to support a wide range of community and cultural services; an increase in community spirit and cohesion; effective, inclusive and equitable services within the community; and projects with a high level of community support and ownership.

Council regularly gives donations to local schools for award nights; village subsidies to progress associations for maintenance of local facilities; rates refunds to charitable and sporting organisations; sports people representing the region at a state, national or international event; tourism events; town Christmas parties; and Seniors Week activities.

During the 2014/15 financial year, Council provided total grants of financial assistance of $147,293 to local and regional organisations, and individuals. Material donations and contributions (over $5,000 inclusive of GST if any) provided during the year were:

RECIPIENT AMOUNT PURPOSE

Mudgee Chamber of Commerce $10,000.00 Business development and support

Lifeskills $25,000.000 Support of stage 1 of the construction project at Oporto Rd

Kandos Rylstone Community Radio Inc

(Community Capers)

$10,000.00 Kandos Rylstone Community Capers publication

Gulgong Chamber of Commerce Inc $10,000.00 Business development

Christmas Party Mudgee - Rotary $9,300.00 Local event assistance

CONDIT ION OF PUBLIC WORKSCouncil is the custodian of a substantial portfolio of community infrastructure, property, plant and equipment with a fair value of $1.182 billion. Council manages infrastructure assets with a fair value of $811 million (written down value $488 million) on behalf of the Mid-Western Region community. It is Council’s role to ensure the right level of assets are maintained in a satisfactory condition, in a long-term sustainable manner.

A detailed report is set out in Special Schedule No. 7 - Condition of Public Works in the 2014/15 Financial Reports.


LEGAL PROCEEDINGSCouncil expended $327,058 on legal costs during 2014/15.

Of that amount, $113,648 related to the cost of obtaining legal advice or opinion in relation to various matters and not in relation to legal proceedings taken by or against the Council.

In addition, Council expended $140,308 during the period in recovering outstanding rates and charges. These costs are debited as a charge against individual rate assess-ments. Council recovered $138,090 of such costs during the period.

Council also recovered $57,500 relevant to the MAC Group Appeal in 2013/14.

Summarised below are details of legal proceedings in which the Council was involved, together with the results of those proceedings and the nature and amount of legal costs incurred:

PROCEEDINGS TYPE STATUS COST

MAC Group v MWRC

12/1119064 Land & Environment Court

Class 1 Appeal

against refusal

of DA0217/2012

for a 400 bed

temporary works

accommodation

facility at Cope Road

Gulgong

Appeal was upheld in 29/4/2014 in the Land and Environment Court. Costs were

not awarded. However, $57,500 was recovered to reimburse Council for expert

advice costs on behalf of MAC Group.

$1,514

Peabody Pastoral Holdings P/L v MWRC

12/31293-31295 NSW Land & Environment

Court

Class 3 Appeal

against Declaration

of Rating Category

(Sec 526 LG Act)

Matters did not proceed to hearing. Council gave its consent to orders upholding

Peabody’s appeal on 27 May 2013. On 5 June 2013, a Cost Hearing was held, the

result being that the Land & Environment Court awarded costs against Council.

Certificate of determination of costs was provided to Council on 23 June 2015.

Final costs have been accounted for 1

$71,588

MWRC v Peabody Pastoral Holdings P/L

2013/195874 filed 27/6/2013 Supreme Court

of NSW, Court of Appeal

Notice of Intention

to Appeal against

whole decision of

Cost Hearing.

On 19 September 2013, the Supreme Court of NSW, Court of Appeal declined

Council’s application for leave to appeal the decision of the NSW Land &

Environment Court in relation to Peabody Pastoral Holdings P/L v MWRC. Costs

were awarded to the applicant 1

See above 2

1 Subsequent to 30 June 2015, but prior to the completion of this Annual Report, a further notice of amended costs was received from the Supreme Court with an adjusting amount payable of $2,422.

2Action for the class 3 Appeal and the Appeal against decision have merged due to negotiations wholly surrounding the matter of combined costs. Total legal costs on Peabody Pastoral Holdings Pty Ltd are $71,588 for the financial year ended 30 June 2015.


MAYORAL AND COUNCILLOR FEES AND EXPENSES

COUNCILLOR FEES PAID AND EXPENSES PAID OR REIMBURSED AS AT 30 JUNE 2015

GENERAL

OPERATIONS

CR

CAVALIER

CR

KENNEDY

CR

MARTENS

CR

SHELLEY

CR

THOMPSON

CR

WALKER

CR

WEATHERLEY

CR

WEBB

CR

WHITE

TOTAL $’S

Councillor Fees - 10,480 10,480 10,480 10,480 10,480 10,480 10,480 10,480 10,480 94,320.00

Mayoral Fees - - 22,870 - - - - - - - 22,870.00

Council Meeting Expenses

(accomodation, travel and meals)

6,891.18 1,526.40 742.41 4,253.56 2,207.04 3,627.80 - - 2,157.72 - 21,406.11

Councillor

Representational/Lobbying Expenses

(accommodation, travel and meals)

- - 687.75 - - - - - - 128.64 816.39

Provision of Vehicle 8,268.66 - 304.17 - - - - - - - 8,572.83

Memberships and Subscriptions 66,600.61 - - - - - - - - - 66,600.61

Miscellaneous Expenses (meals, sundries,

stationery) but not associated with

conferences, seminars and training

432.91 7.84 - - 7.85 - 1,332.41 - 696.93 7.84 2,485.78

Provision of office equipment such as

laptop, computers mobile telephones,

landline telephones and facsimile

machines installed in Councillor homes

(equipment and line rental costs and

internet access costs but not including

all costs)

2,872.96 4,569.06 706.13 764.24 3,182.31 3,625.67 1,715.31 679.77 2,587.56 690.66 21,393.67

Attendance of Councillors at conferences

and seminars

165.91 1,074.73 - - - - - - - 1,377.97 2,618.61

Training and provision of skill

development for Councillors

8,365 - - - - - - - - - 8,365.00

Total $’s 93,597.23 17,658.03 35,790.46 15,497.80 15,877.20 17,733.47 13,527.72 11,159.77 15,922.21 12,685.11 249,449.00

No expenses were incurred for provision of care for a child of, or an immediate family member of, a Councillor to allow the Councillor to undertake his or her civic functions.


OVERSEAS AND INTERSTATE VIS ITSCouncil is required to disclose details of any interstate visits undertaken by elected members in relation to Council business, along with details of any overseas visits undertaken by any Council officers including Councillors and staff.

On occasion, the General Manager and Mayor are required to travel to Canberra for meetings with Commonwealth departments and ministers. No other interstate visits were undertaken by elected members.

There were no overseas visits undertaken by any Council officers in 2014/15.

PRIVATE WORKS

SENIOR STAFFCouncil started the 2014/15 year with four Senior Staff positions in its organisation structure. Those positions were:

• General Manager

• Director Development & Community Services

• Director Finance & Administration

• Director Mid-Western Operations

There was a new structure in place by December 2014 which included five Senior Staff positions:

• General Manager

• Director Community

• Director Corporate

• Director Development

• Director Operations

The remuneration package for the General Manager totalled $255,597, and included:

Salary component - $208,713Bonuses - NILSuperannuation component - $19,435Non-cash benefits - $ 15,096Fringe Benefits Tax on non-cash benefits - $12,353

The combined remuneration packages for all Directors for 2014/15 totalled $606,556, and included:

Salary component - $515,556Bonuses - NILSuperannuation component - $52,624Non-cash benefits - $ 17,744Fringe Benefits Tax on non-cash benefits - $20,632

Council undertook private works in 2014/15 to the value of $172,000, resulting in a profit of $13,000. This represents a profit margin of 7.5%. No subsidies were provided, and all work was intended to be carried out on a for profit basis in accordance with Council’s Private Works Policy.

RATES AND CHARGES WRITTEN OFFDuring 2014/15, $12,591 of Rates and Annual Charges were written-off as a result of postponement of rates and charges.

Council also wrote off a further $726,284 as Pensioner Rate Rebates in accordance with Council’s Pensioner Concession Policy.


PLANNING AGREEMENTS

COMPANY EFFECTIVE PURPOSE AMOUNT DUE DATE PAID

Wilpinjong Coal March 2006 Lump Sum - Coal Shipment $450,000 Payable prior to the first shipment

of coal from the land

Yes

Annual Contribution - Community

Infrastructure

$800,000 40,000 per annum for 20 years,

with the first instalment due on the

anniversary of the first loading and

dispatch of coal.

8 of 20

Annual Contribution - Road Maintenance $30,000 per annum $30,000 per annum for the life of

the mining operation, with the first

instalment due on the anniversary

of the first loading and dispatch of

coal.

8 of life

Annual Contribution - Bus Routes $60,000 $20,000 per annum for three years Yes

Moolarben Coal

Stage 1

February 2008 Lump Sum - Open Cut Coal $1,000,000 Payable in three equal annual

instalments, with the first payment

due within 7 days of first loading

and dispatch of coal produced from

the open cut operation.

Yes

Lump Sum - Underground Coal $300,000 Payable in three equal annual

instalments, with the first payment

due within 7 days of first loading

and dispatch of coal produced from

the underground operation.

No

Lump Sum - Road Maintenance $1,000,000 Payable in three equal annual

instalments, with the first

payment due within 7 days of the

commencement of construction.

Yes



Annual Contribution - Road Maintenance $1,250,000 $62,500 per annum for 20 years,



dispatch of coal.

6 of 20


Infrastructure

$1,000,000 $100,000 per annum for 10 years,



dispatch of coal.

6 of 10

Xstrata March 2011 Lump Sum - Community Infrastructure $3,475,000 $2 million to be paid within 30 days

of date of agreement. Balance of

$1.475 million to be paid within

a year of the date of the first

contribution.

Yes

Annual Contribution - Road Maintenance

Cope Road

$1,050,000 $50,000 per annum for 21 years,

with the first instalment due within

30 days of date of agreement.

Subsequent annual payments

due on anniversary date of first

contribution.

5 of 21

Charbon Coal September

2010

Annual Contribution - Road Maintenance $0.05 per tonne per kilometre Due by 31 July each year for coal

hauled in previous year

4 of life

Annual Contribution - Road Maintenance $0.77 per tonne $75,000 paid as bond. To

be charged with calculated

contribution on an annual basis

until $75,000 exhausted. A further

$75,000 shall then be paid to

Council, with annual charges

payable whilst mining continues.

Yes

Lump Sum - Carwell Creek Bridge Upgrade $210,000 $210,000 due within 30 days of

commencement of construction

works by Council

Yes


Facilities

$0.01 per Run of Mine tonnes

per annum

Due by 31 July each year for coal

hauled in previous year

4 of life



Lump Sum - Community Facilities $50,000 $50,000 payable within one month of

receipt of project approval for a community

project in Rylstone, Kandos, Charbon and/

or Clandulla

Yes

Wilpinjong Coal January 2011 Lump Sum - Ulan-Wollar Road $50,000 Non cash contribution of $50,000 of gravel

to be used for upgrading of the Ulan-Wollar

Road

Yes

Lump Sum - Ulan-Wollar Road Upgrade $600,000 $600,000 payable by instalments within

14 days of invoices as issued by Council at

each stage of the primary road works

Yes


Infrastructure

$600 per annum per

permanent employee

contractor in excess of 100 for

20 year consent period

$235,774 paid in 2014/15 3 of 20

Caerleon September 2013 Fairydale Lane Contribution $500,000 Lump sum payment on connection of

Fairydale Lane to the spine road, based

on $500 per lot of registered plans for

the subdivision. Thereafter a per lot

contribution upon registration.

No

DSP Charges (water) $7,837 per ET water On delivery of relevant infrastructure, per a

project schedule

No

DSP Charges (sewer) $3,558 per ET sewer On delivery of relevant infrastructure, per a

project schedule

No

Community Open Space Network Land for parks, recreation,

stormwater and sewer

As stages are released No



Cobbora November 2013 Construction Personnel Contribution $250 per employee per

annum

Minimum$100,000 per annum, payable for

construction phase

No

Operational Personnel Contribution $150 per employee per

annum, plus $400 per

employee living in the LGA

per annum

Minimum $60,000 per annum, payable for

operational phase

No

Rehabilitation Personnel Contribution $250 employee per annum Payable for rehabilitation phase No

Road contributions - Laheys Creek Road Contribution to works Payable on approval of the Portion Works

Plan by the Developer

No


Mid-Western Regional Council (MWRC) aims to provide an environment where employees and others in the workplace are treated fairly and with respect, and are free from unlawful discrimination, harassment, vilification and bullying.

The Council aims to ensure that when employment decisions are made, they are based on merit, not on irrelevant attributes or characteristics that an individual may possess. The Council also aims to create a work environment which promotes good working relationships.

In order to achieve our objective, Mid-Western Regional Council will:

• Develop and implement an Equal Employment Opportunity (EEO) Management

Plan;

• Incorporate Council’s core values of respect, integrity and recognition and the

principles of diversity, equality and merit into all relevant policies and procedures;

• Base all selection decisions on merit and the individual’s ability to meet the

requirements of the position;

• Provide training and development that is consistent with the principles of equity

and that supports Council’s EEO objectives;

• Provide a workplace free from bullying, harassment and discrimination;

• Promote EEO and workplace diversity throughout Council to ensure that every

employee is aware of and understands Council’s policies on EEO related matters;

• Provide those who work at Council with the Anti-Discrimination and Equal

Employment Opportunity Policy and the Workplace Bullying Policy which

provides guidance on what is acceptable behaviour and establishes what may

constitute discrimination, vilification, harassment and bullying at work; and

• Provide effective mechanisms to resolve complaints.

During 2014/2015 Council completed a number of communication and awareness raising initiatives including:

• Providing all new staff with the Anti-Discrimination and Equal Employment

Opportunity Policy and the Workplace Bullying Policy and provided training on

these policies during the Induction Program

• Training on the Anti-Discrimination and Equal Employment Opportunity and

Workplace Bullying was carried out for selected work groups

• Code of Conduct training was undertaken for target positions

• Workplace Support Skills training was undertaken for target positions

• Leadership training addressing Anti-Discrimination, EEO and grievance handling

was undertaken for Managers and Supervisors

• Reviewed and updated Council’s Recruitment and Selection Procedure

• Continued to offer assistance with flexible working arrangements for employees

with family and carer’s responsibilities whilst ensuring we continue to meet our

operational, customer and employee requirements

• Developed a new Wage Assessment Tool for supported workers employed in

Council’s disability services. The tool is fair to employees, whilst meeting the

needs of the disability services.

EQUAL EMPLOYMENT OPPORTUNITY


FINANCIAL STATEMENTS

A copy of Council’s audited financial statements is available at http://www.midwestern.nsw.gov.au/council/Reports--Statements/ Hard copies of financial statements are

available from Council upon request.


STATE OF THE ENVIRONMENT REPORTA Regional State of Environment report has been prepared in partnership with the Central West Catchment Management Authority through the Central West Local Government Reference Group, which comprises the 16 Local Government Areas within the Central West Catchment area.

This report covers the entire catchment, not just individual Councils. The report contains information about environmental issues across the catchment, ranging from water quality, air quality, noise pollution to bio-diversity.


2014-15 HIGHLIGHTS

DUBBO

COWRABLAYNEY

OBERON

ORANGE

WELLINGTON

BOURKE

BOGAN

WARREN

COONAMBLE

GILGANDRA

WARRUMBUNGLE

NARROMINE

LACHLAN CABONNEBATHURSTREGIONAL

MudgeeWellington

Molong

DubboNarromine

Warren

Nyngan

Bourke

Condobolin

OrangeBlayney

CowraOberon

Bathurst

Gilgandra

Coonamble

Coonabarabran

BOGAN

Dubbob

Warren

Nyngana

2014-2015 STATE OF THE ENVIRONMENT – SNAPSHOT

Note: the trend is based on comparing the average of the previous three years of reporting with 2014-15

The area covered by mining and exploration titles decreased significantly from last year.

The number of native fish species restocked increased from last year.

The number of drinking water complaints increased from last year.

There was an increase in the number of hours that environmental volunteers worked on public open space.

The amount of material recycled per person has decreased over the past three years.

improvement no or little change worsening trend

A State of the Environment (SoE) Report is an important management tool which

aims to provide the community and Local Council with information on the condition

of the environment in the local area to assist in decision-making.

Since 2007, the Councils of the Greater Central West Region of NSW (see map) have

joined to produce Regional SoE Reports as part of Council reporting requirements.

Recent changes to NSW legislation mean that Councils are no longer required to

produce SoE Reports each year, but only once every four years, in the year of the

Council election (which will next be in 2016). However, the participating Councils

have decided to continue reporting on an annual basis so that they can provide a

detailed Regional SoE report in 2016 that covers trends in the intervening years.

This is a brief snapshot of data for the Mid-Western Local Government Area in 2014-15

across a range of environmental indicators as shown in the tables below. The tables

provide an understanding of trends by comparing this year’s data with an average of

previous years. The Council snapshot report should be read in conjunction with the

2014-15 Regional SoE snapshot report.

LAND

ISSUE INDICATOR 2011-12 2012-13 2013-14 2014-15 TREND

Contamination Contaminated land sites - Contaminated Land Register 1 1 1 1

Contaminated land sites - potentially contaminated sites 47 29 29 29

Contaminated sites rehabilitated 1 2 0 0

Erosion Erosion affected land rehabilitated (ha) 1 0 1 0

Land use planning

and management

Number of development consents and building approvals 649 456 431 376

Landuse conflict complaints 7 10 12 28

Loss of primary agricultural land through rezoning (ha) 612 19 0

Minerals & petroleum Number of mining and exploration titles 158 166 160

Area covered by mining and petroleum exploration titles (ha) 974,000 1,010,000 739,000


BIODIVERSITY


Habitat Loss Total area protected under voluntary conservation agreements and property agreements (ha) 1,277 1,349 1,381 1,381

Total area protected in Wildlife Refuges (ha) 7,652 7,652 7,652 5,689

Proportion of Council reserves that is bushland/remnant vegetation 4.6% 4.6% 8.3% 8.6%

Habitat areas revegetated (ha) 10 10 1 5

Roadside vegetation management plan 1 1 1 1

Threatened Species Threatened species actions implemented (e.g. PAS, recovery plans) 2 0 0 3

Fish restocking activities: native species 25,911 92,213 87,155 146,000

Noxious weeds and

feral animals

Invasive species (listed noxious or WONS) under active management 21 24 27 27

Number of declared noxious weeds 112 112 118 132

Fish restocking activities: non-native species 20,000 41,000 39,000 41,000

WATER AND WATERWAYS


Surface & Ground

Water Quality

Average salinity levels in selected streams (EC) 468 515 536 587

E.coli remote from wastewater treatment plants 0 0 2

Riparian Riparian vegetation recovery actions 4 3 2 3

Riparian vegetation recovery area (ha) 8 6 2 7

Industrial/

Agricultural Pollution

Load Based Licencing volume (kg) 69,352 78,467 79,379 15,144

Exceedances of license discharge consent recorded 3 11 3 0

Erosion & Sediment Control complaints received by Council 1 3 3 1

Stormwater Pollution Number of gross pollutant traps installed 4 4 4 4

Total catchment area of GPTs (ha) 118 118 118 118

Water pollution complaints 2 0 0

Dam Levels Average dam levels 51.6% 58.0% 52.9% 46.5%

Water extraction Number of Water Supply Work Approvals from surface water sources 325 325

Volume of surface water permissible for extraction under licences (GL) 36 38

Number of Water Supply Work Approvals from groundwater resources 6,383 3,247 2,239 2,346

Volume of groundwater permissible for extraction under licences (GL) 33 31 33



Council water

consumption

Area of irrigated council managed parks, sportsgrounds, public open space (ha) 69 69 70 70

Water used by council for irrigation (including treated and untreated) (ML) 51 215 109 138

Town water

consumption

Annual metered supply (ML) 1,493 1,828 2,023 1,945

Annual consumption (Total from WTP) (ML) 2,023 2,362 2,505 2,384

Average annual household mains potable water usage (kL/household) 169.6 202.7 221.0 200.2

Level of water restrictions implemented 0.0 0.0 0.0 0.0

Number of water conservation programs 0.0 0.0 0.0 1

Town Water Quality Number of instances drinking water guidelines not met 29 112 74 138

Number of drinking water complaints 18 32 61 100

TOWARDS SUSTAINABILITY


Waste Generation Total waste entombed at primary landfill (tonnes) 17,054 26,394 22,811 26,711

Total waste entombed at other landfills (exc recyclables) (tonnes) 0 0 0 0

Average total waste generated per person (tonnes) 0.74 1 1.85 1.11

Average cost of waste service per residential household $332 $343 $349 $289

Hazardous/Liquid

Waste

Farm chemical drums collected through DrumMaster collections 3,057 1,599 1,164 52

Household Hazardous Wastes collected (kg) 2,079 2,471 4,216 3,935

Reduce Garden organics collected (diverted from landfill) (tonnes) 2,068 2,122 3,388 2,603

E-Waste collected (diverted from landfill) (tonnes) 6 6 0 0

Recycle Amount of material recycled (tonnes) 3,661 4,288 4,014 2,886

Amount of material recylcled per person (kg) 159 183 168 120

Littering and illegal

dumping

Number of illegal waste disposal complaints to Council 3 6 14 32

Engineering,

Infrastructure and

Civil Works

New road construction (km) 0.5 0 1 1

Road upgrades (km) 30 32 51 74

Risk Management Increase in area covered by flood management plans / flood mapping 0 0 0

Hazard reduction burns 0 14 9 6



Climate Change

Mitigation

Office paper used by Council (reams) 2,136 2,282 1,984 2,023

Council sustainability initiatives 0 1 0 1

Council mitigation initiatives 2 0 0 0

Council Greenhouse

Gas Emissions

Annual electricity consumption for Council controlled facilities (MWh) 3,814 4,083 5,248 6,136

Annual natural gas consmption for Council controlled facilities (Gj) 0 0

Annual bottled gas consumption for Council controlled facilities (L) 5,665 15,563 10,752 10,752

Total fuel consumption (KL) 990 1,516 1,020 1,132

Council total operational greenhouse gas emissions (tCO²-e/year) 24,099 21,594 22,132

Community

Greenhouse Gas

Emissions

Small scale renewable energy uptake (kW) 502 993 1,022 995

Number of solar water heaters and heat pumps installed 81 65 41 31

PEOPLE AND COMMUNITIES


Active community

involvement

Environmental volunteers working on public open space (hrs) 110 400 150 420

Number of environmental community engagement programs 4 5

Number of growers markets/local food retailers specialising in local food operating within LGA 3 2 3

Indigenous Heritage Number of Indigenous sites on AHIMS register 3,613 4,162

Inclusion in DCPs and rural strategies 1.0 1.0 1.0 1.0

Extent of liaison with Indigenous communities (self-assessed from 0 = none to 3 = high) 2 3 2 2

Development on listed Indigenous sites 3 3 0 6

Actions to protect Indigenous heritage (including management plans) 2 4 0

Non-Indigenous

Heritage

NSW Heritage Inventory items 13 13 13 13

Locally listed heritage items 526 526 526 526

Actions to protect non-Indigenous heritage (including management plans) 3 1 0 1

Heritage buildings on statutory heritage lists demolished/degraded in past year 0 0 0 1

Heritage buildings on statutory heritage lists renovated/improved in past year 1 3 4 9


CASE STUDY: ENVIRONMENT GRANTS PROGRAM

Mid-Western Regional Council has been running an Environmental Grants Program throughout 2014

and 2015. The program seeks to support community initiated projects by groups, clubs and schools

that improve the local environment and inspire environmentally sustainable behaviour within the

Mid-Western LGA.

Two groups to benefit from these grants have, over the last year, put their money to good use and

achieved excellent outcomes.

Mudgee’s monthly Farmers Markets attracts large crowds keen to immerse themselves in the local

food and culture. Mudgee Fine Foods, which organise these Markets, instigated the ‘Kids Gardening

Puts Food on the Table’ project engaging children attending the Markets with hands-on activities

while educating them about ‘where your food comes from’.

Children were able to build and take home their own worm farms in Styrofoam boxes. The children

found the class very engaging, learning first-hand about recycling food scraps and care for the

soil in their gardens. On another weekend, a self-wicking garden bed was built on the grounds of

the Farmers Markets. An old, corrugated iron water tank was sourced and volunteers helped with

contruction and guiding the children to fill it with soil and plant it out with herbs and vegetables.

Children also planted a pot of mixed herbs each to take home.

The Eurunderee Provisional School Inc. manages the site of the Eurunderee School Complex, a five

acre Crown Land reserve.

Henry Lawson was one of the first students to attend the old bark school at the site. Henry’s fame

brings visitors to the site in increasing numbers and the surrounding remnant Grassy Box Woodland is

vulnerable to degradation.

The group’s intentions are to maintain and impove a species-rich woodland within the grounds, thus

enhancing educational, environmental and heritage values.

The funds they received were used to carry out:

• a plant survey and research sites of original gardens and bush plantings as well as recent plantings

• removal of non-endemic plants and replanting more appropriate species

• a rabbit and weed control program

• development of a concept management plan to act as a guide for further sustainable activity on

the site

Part of the new Fine Foods garden - Mid-Western LGA

www.midwestern.nsw.gov.au

MID-WESTERN REGIONAL COUNCIL

PO BOX 156 MUDGEE NSW 2850

86 Market Street MUDGEE 109 Herbert Street GULGONG

77 Louee Street RYLSTONE

Ph: 1300 765 002 or (02) 6378 2850 Fax: (02) 6378 2815

email: [email protected]

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